EFFECTS OF MOTIVATION ON SALESFORCE PERFORMANCE IN GUINNESS

NIGERIA PLC AND MOBILE TELECOMMUNICATION NETWORK IN

SOUTH-EAST, NIGERIA

BY

OBIKEZE, CHINEDUM OKEY

PG/MSC/07/46709

DEPARTMENT OF MARKETING
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA
ENUGU CAMPUS

OCTOBER, 2012

i
TITLE PAGE

EFFECTS OF MOTIVATION ON SALESFORCE PERFORMANCE IN GUINNESS

NIGERIA PLC AND MOBILE TELECOMMUNICATION NETWORK IN
SOUTH-EAST, NIGERIA

BY

OBIKEZE, CHINEDUM OKEY

PG/MSC/07/46709

A DISSERTATION SUBMITTED TO THE DEPARTMENT OF MARKETING,

FACULTY OF BUSINESS ADMINSTRATION, UNIVERSITY OF NIGERIA,
ENUGU CAMPUS, IN PARTIAL FULFILMENT OF THE REQUIREMENTS
FOR THE AWARD OF MASTER OF SCIENCES (M.Sc) DEGREE
IN MARKETING

SUPERVISOR: DR EHIKWE ANDREW E., Ph.D

OCTOBER, 2012

ii
CERTIFICATION

This is to certify that, this dissertation Effects of Motivation on Sales Force Performance in
Guinness Nigeria Plc and Mobile Telecommunication Network (MTN) in South-East, Nigeria
written by Obikeze Chinedum Okey with registration number PG/M.Sc/07/46709, submitted to
the Department of Marketing, Faculty of Business Administration, University of Nigeria,
Enugu Campus, in partial fulfilment of the requirements for the award of Master of Sciences
(M.Sc) Degree in Marketing, is original and has not been submitted for award of any Degree or
Diploma either in part or full in this or any other tertiary institution.

-------------------------------------Obikeze, Chinedum Okey

PG/M.Sc/07/46709

-----------------Date

iii

APPROVAL PAGE

This dissertation (Effects of Motivation on Sales Force Performance in Guinness Nigeria Plc
and MTN in South-East, Nigeria) conducted by Obikeze, Chinedum Okey, has been duly
approved by the supervisor as an original work submitted in partial fulfilment of the
requirements for the award of M.Sc Degree in Marketing, University of Nigeria, Enugu
Campus.

--------------------------------------DR ANDREW E. EHIKWE

--------------------DATE

(SUPERVISOR)

---------------------------------------DR S.C. MOGULUWA

(HEAD OF DEPARTMENT)

-----------------------DATE

iv

DEDICATION

This work is solely dedicated to, God Almighty, My family and Well wishers.

v
ACKNOWLEDGMENTS
First and foremost, I offer special thanks to the Almighty God whose inspiration, protection,
sustenance and guidance brought this work to successful completion. To Him be all the glory
forever. My unreserved appreciation goes to my erudite, ever-ready and committed supervisor, Dr
Andrew E. Ehikwe who actually talked me back into the programme. His encouragement,
observations, criticisms and instructions made this work a reality. May God bless him continually. In
submission to the Holy Bible in Ecl.3:1-2 which asserts thus, for everything there is a season, and a
time for every matter under heaven; a time to be born and a time to die, I pray for the peaceful rest
of my former supervisor, late Prof Ikechukwu E. Nwosu.
My unalloyed gratitude also go to my H.O.D, Dr S. C. Moguluwa, Dr (Mrs) J. O. Nnabuko and Prof
(Mrs) G. E. Ugwuonah whose words were encouraging call to perseverance and excellence. I thank
all my lecturers, and other staff in the department and faculty for all their contributions towards the
success of this study. May God continue to bless and prosper you all.
I owe exclusive thanks to my dear mother, Madam Justina B. Anozie who against all odds set the
academic ball rolling in my life. May God keep, strengthen and enrich her to His glory. To my
husband, Bar Okey Obikeze, I say thanks immensely for everything. I am also indebted to my
brothers, Romanus and Bartholomew and all my household members for their understanding and
support all through these years of study.
My profound gratitude goes to various authors whose insightful views, ideas, postulations and works
served as veritable materials for this study. My thanks also go to Guinness Nigeria Plc and MTN
(South-East) for respectively giving me some practical experience with their companies.

appreciate the selfless contributions of my friends Ifeoma, Solomon, Deborah, and Ozigbo Anthony
Victor and all my classmates. May Almighty God reward all who have directly or indirectly
contributed to the success of this study in Jesus name, Amen.

Obikeze, Chinedum Okey

PG/M.Sc/07/46709

vi

ABSTRACT
This study was conducted to evaluate the effects of motivation on sales force performance in
Guinness Nigeria Plc and MTN in South-East. The major objective of this work is to examine the
comparative implications of motivation on sales force performance in manufacturing and service
companies. Sales force are not active and effective as most of them are late to appointments, fail to
keep business appointments, give incorrect information to customers, supply wrong product brand,
revert to office before responding to customers enquiries and poorly manage customer relationship.
Survey design was adopted and data was sourced from both primary and secondary areas. Data
generated was presented and analyzed using tables, simple percentages and mean. The copies of the
questionnaire were directed to a sample size of 400 marketing and sales personnel which were
deduced from a population of 892 using Taro Yamane formula. The study was validated and tested
for reliability using Cronbach Alpha giving alpha 0.97. The hypotheses were tested using Analysis of
Variance (ANOVA). From the test of hypotheses, it was revealed that there was no significant
difference in the level of sales force motivation in Guinness Nigeria Plc. And MTN; it was observed
that salary increase, bonus, profit sharing, wages and team-building were some of the motivational
tools mostly used in manufacture and service companies; it was disclosed that preferred leave
period and participation in decision making did not have significant effect on sales force
performance in Guinness Nigeria Plc and MTN; it was revealed that insurance scheme, commissions
and regular salary payment had significant effect as most effective motivational tools used for
performance of sales force by the manufacturing and service companies. Based on the findings,
Recommendations were made: financial support, commission and compensation should be
maintained and increased in manufacturing and service companies because they are good
motivating factors, every employee should be highly motivated because comfortable employees will
never think of acting negatively. Bonus and team-building as motivational factors should be
considered in every company to encourage employees to perform their duties well. Taking part in
workshops, organizational support, and constant training of the sales force are empowering
activities which should be encouraged. Conclusively, phone recharge card allowance, vehicle fuel
allowance, luncheon voucher, travelling/tour allowance and dressing allowance were found to be
the modern tools for motivation of the sales force.

vii
TABLE OF CONTENTS

Title page

-i

Certification -

-ii

Approval page

-iii

-iv

Acknowledgments

-v

Abstract

-vi

-vii

Dedication

Table of contents

CHAPTER ONE: INTRODUCTION

1.1

Background Of The Study

-1

1.2

Statement Of The Problem

-3

1.3

Objective Of The Study

-4

1.4

Research Questions

-4

1.5

Research Hypotheses -

-5

1.6

Significance Of The Study

-5

1.7

Scope Of The Study -

-6

1.8

Area Of The Study

-6

1.9

Limitations Of The Study

-6

1.10

Definition Of Terms -

-8

References

-9

CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.0.

Introduction

-10

2.0.1

Brief History of Guinness Nigeria Plc

-11

2.0.2

Brief History Of Mobile Telecommunications Network (MTN)

-13

2.1

Concept of Motivation

-16

2.2

Theories of Motivation

-18

2.2.1

Content Theories

-19

-19

2.2.1.1 Abraham Maslows Hierarchy of Needs

viii
2.2.1.2 Herzbergs Two Factor Theory of Motivation

-21

2.2.1.3 Vrooms Expectancy Theory of Motivation -

-22

2.2.2

Process Theories

2.2.2.1 J.S Adams Equity Theory

-23

-23

-24

2.2.3

Reinforcement Theory -

2.3

Functions Of Motivation On Sales Force Productivity

-25

2.4

Factors Which Affects Motivation

-26

2.5

Motivational Techniques

-28

2.6

Ability, Motivation and Employees Job Performance -

-32

2.7

Sales Force Management

-34

-36

2.7.2 Sales Force Compensation and Incentive Plan

-39

2.7.3

Training/Supervision -

-43

2.7.4

Quota Allocation

-46

2.7.5

Communication

-47

2.7.6

Promotion

-50

2.7.7

Advertising

-50

2.7.8

Public Relation

-51

2.7.9

Publicity

-51

2.7.10 Sales Promotion

-52

2.8

The Sales Force: Traits and Quality -

-52

2.8.1

Objectives of Sales Force

-53

2.8.2

Sales Force Traits

-57

2.8.3

Sales Force Quality

-58

2.9.1

Productivity And Organizational Performance

-59

2.9.2

Sales Force performance in MTN

-60

2.9.3

Sales Force Performance in Guinness Nigeria Plc - -

-60

2.9.4

The Difference in The Sale Of Physical Product And Service Product

-60

2.9.5

Performance and Productivity Measurement-

-61

2.9.6

The Relationship Of Motivation To Productivity And Performance-

-62

2.7.1 Functions Of Management

ix
2.9.7

Performance And Productivity As A Goal Of Business-

-63

2.10

Leadership Styles and Sales Force Performance-

-63

2.11

Interrelationship Of Motivation, Control Systems, Compensation And Sales Force

2.12

Performance -

-65

Summary

-67

References

-68

CHAPTER THREE: RESEARCH METHODOLOGY

3.0

Introduction

3.1

-72

Research Design

-72

3.2

Sources Of Data

-73

3.3

Population Of The Study

-73

3.4

The Pilot Survey -

-73

3.5

Sampling Technique

Validity Of The Instrument

Reliability Test Of The Instrument

-78

-74
3.6

-74
3.7

-74
3.8

Sample Size Determination

-75
3.9

Method Of Data Analysis And Presentation

-77
References

CHAPTER FOUR: ANALYSIS AND PRESENTATION OF DATA

4.0

Introduction

-79

4.1

Data Analysis -

-79

4.2

Hypotheses Testing

-99

4.3

Discussion of Result -

- 104

x
CHAPTER FIVE:
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1

Introduction

-106

5.2

Summary

-106

5.3

Conclusion

-108

5.4

Recommendation

-108

5.5

Contribution To Existing Knowledge

-110

-112

APPENDIX I: Introduction Letter To The Companies

- 117

APPENDIX II: Questionnaire For MTN Staff

-118

APPENDIX III: Questionnaire For Guinness Nigeria Plc Staff

-122

APPENDIX IV: Questionnaire For Guinness Nigeria Plc Staff-

-123

Bibliography -

LIST OF FIGURES
Figure 2.1: Maslows Hierarchy of Needs -

-20

Figure 2.2: Basic Model of Behaviour

-21

Figure 2.3: Basic Communication Process -

-49

Figure 2.4: Types of Sales People

-54

-56

Figure 2.6: Relationship of Motivation to Productivity and Performance -

-62

Figure 5.1: Model of Sales Force Motivation for Greater Performance

111

Figure 2.5: Application of Vrooms Expectancy Theory

xi

LIST OF TABLES

Table 2.1

Writers Comparison of Administrative Function -

-37

Table 2.2

Financial and Non-Financial Rewards for the Sales Force -

-40

Table 2.3

Numerical Example of Motivation Measurement -

-57

Table 2.4

Characteristics of Companys Success

-58

Table 3.1

Population Distribution

-73

Table 3.2

Pilot Survey for Reliability of the Instrument

-75

Table 4.1

Result of Questionnaire Distribution and Response Rate -

-80

-81

Table 4.3

Companys Internal Image Consist with its External Image -

-81

Table 4.4

Rating of Level of Sales Force Motivation

-81

Table 4.5

Factors Affecting Sales Force Motivation

-82

Table 4.6

Sales Force Motivational Tools used by the Company

-82

Table 4.7

Extent of Difference in Sales Force Motivational Tools used

-83

Table 4.8

Motivation and Leadership for Achieving Sales Force Desires, Wants,

Table 4.2

MTN Staff response Rate on Clear Idea of their companys Aim ,Principles and
Priorities.

Needs- -

-83

Table 4.9

Direction of Communication Flow

-84

Table 4.10

Motivational Effect of Sales Force Participation in Decision Making

-84

Table 4.11

Factors Really Motivating Sales Staff

-85

Table 4.13

Changes that can Affect Sales Force Motivation and Performance -

-86

Table 4.14

Motivational Factors for Sales Force Performance -

-86

xii
Table 4.15

Responses on Motivational Tools Affecting Sales Force Performance

-87

Table 4.16

Extent to which Motivation Influence Sales Force Performance

-87

Table 4.17

Responses to Sales Managers facilitation of Sales Force Self-Management-88

Table 4.18

Responses to Sales Managers Time-Investment on the Sales Forces

-88

Table 4.19

Responses to Marketing Managers Care, or Counter-Argument-

-89

Table 4.20

Empowerment of the Sales Force with Job Description/Quota & Incentives-89

Table 4.21:

Responses on whether they have a clear idea of their companys aim, principles
and priorities.- -

-90

Table 4.22:

Companys internal image consistent with its external image.-

-90

Table 4.23:

Ratings of level of sales force motivation in Guinness Nigeria Plc. .-

-90

Table 4.24:

The factors that have effect on sales force performance.-

-91

Table 4.25:

Sales force motivational tool(s) the companies use.- -

-91

Table 4.26:

The extent motivational tools differ in Guinness Nigeria Plc. .-

-92

Table 4.27:

Motivation and Leadership as means of achieving companys desires, wants

and needs-

-93

Table 4.28:

The direction communication flow in Guinness Nigeria Plc.-

-93

Table 4.29:

Factors that motivated the staff to join their companies.-

-94

Table 4.30:

Sales force participation in decision-making in matters of their interest

motivates them.- -

-94

Table 4.31:

Factors that motivate them on their job.-

-95

Table 4.32:

Recent changes that affected sales force motivation.-

-95

Table 4.33:

Motivational factors to the sales force in GNP, Nigeria .-

-96

Table 4.34:

Responses to motivational tools as factors that positively affect sales force

-

-96

performance in GNP.-

Table 4.35:

The extent motivation can influence sales force performance in GNP.-

Table 4.36:

Responses to whether sales/marketing Manager facilitates the process for

Sales force self-management. .-

Table 4.37:

-97

-97

Responses to whether sales/Marketing manager invest more time

in some salespersons, look at real situation and help find a workable way.- -98

Table 4.38:

Responses to whether sales/marketing manager care about sales force interests,

listening properly against planned counter argument.- -

Table 4.39:

-98

Responses to whether sales force feel empowered with job description/quota

xiii
and incentives help in finding the solutions.- -

-99

Table 4.40

Result of Responses Tabulated on Table 4.4 and 4.23

-99

Table 4.41

ANOVA Computation of Level of Sale Force Motivation using MicroSoft

Excel- -

-100

Table 4.42

Result of Responses Tabulated on Table 4.7.and 4.26

-100

Table 4.43

ANOVA Computation of Difference Motivational Tools using MicroSoft

Excel- -

-101

Table 4.44

Result of Responses Tabulated on Table 4.5 and 4.24

-102

Table 4.45

ANOVA Computation on Preferred Leave Period and Participation

-

-102

-103

-103

(Microsoft,excel)-

Table 4.46

Result of Responses Tabulated on Table 4.5, 4.7, 4.23 and 4.25

Table 4.47

ANOVA Computation on Most Effective Motivation Incentives by

Microsoft Excel-

1
CHAPTER ONE

INTRODUCTION

1.1

Background Of The Study

To compete in todays global markets, organizations strive to deliver their products (physical) and
services (intangible) in both an efficient and effective manner. In service supply chain, human
labour forms a significant component of the value delivery process and physical handling of a
product leads to standardized and centralized procedures and controls in manufacturing supply
chains, (Sengupta et al 2008:1).

The focus of efficiencies in service supply chains is on

management of capacity, flexibility of resources, information flows, service performance and cash
flow management. Critical factors are demand management, customer relationship management
and supplier relationship management in manufacturing supply chains and service supply chains.
Sales force in any company big or small, manufacturing or service, are charged with generating
product sales from assigned customer accounts in independent territories. However, the evolving
selling environment today is much more complex, demanding significant changes in performance
metrics, goals, control and compensation.

South-East zone is an epitome of developing and concentrated businesses that engage sales force
east of the Niger.

The role of sales and marketing is becoming increasingly important to

manufacturing and service firms (big and SMEs) in the South-East. Unfortunately, most of these
companies do not apply the theories of sales management to their sales operations. They usually
rely on past experience or judgment.

Sales management is considered to be recognized

management process activities involving the need to plan, set objectives, develop policies,
procedures, strategies and tactics, to organize and co-ordinate, direct operations, motivate,
communicate, develop staff, supervise and control and evaluate results, (Bolt 1987:28).

In sales management, Alexander Hamilton Institute reported in Kalu (2005:29) that motivation and
supervision are two of the most important topics. Four success factors for sales success include:
Product and Application, Selling Skills, Time and Territory

Management, and Motivation.

Among these elements, only motivation is important in all kinds of selling. Ubanagu (2006:190)
stated that motivation is the effective managerial application of tangible and intangible incentives

2
to improve the performance of the workforce. The obvious and distinctive feature of sales force
activity is that it involves personal contact with the customers, that is, the need to persuade through
personal visits, and the need to undertake other activities not directly associated with personation.
Thus, all classes of sales force or salespeople, namely Route sales people, Sales clerk, Detail sales
persons, Account representatives, Sales engineers and Creative sales persons require adequate and
proper motivation.

The three popular methods of compensating sales people identified by Ubanagu (2006:190) are
straight salary, straight commission and combined plans. He further explained thus:1. Straight salary: This system is mostly adopted when the management wants to motivate sales
people to achieve objectives other than short run volume. Straight salary method of
compensation is adopted in the following situations:a. When the individual sales persons impact on sales volume is very difficult to measure in a
reasonable time;
b. Where the sales people are engaged in missionary selling as in the MTN Nigeria; and
c. When the selling process is complex and involves a team or multi-level selling effort as in that of
Guinness Nigeria Plc.
2. Straight commission: A commission is payment for achieving a given level of performance and
are based on a certain percentage (%) of the sales essence units volume. However, MTN and
Guinness companies base their commission on the profitability of sales to motivate the sales
force in order to extend effort on the most profitable product or customers.
3. Combination Plan: It put the basic salary with commissions/bonus or both. If salary is
combined with commission, the commission is tied to sales volume as in the case of straight
commission plan. A bonus is a payment made at the discretion of management for achieving or
surpassing some level of performance. The attainment of quota is often the minimum
requirement for a sales person to earn a bonus as it is the case in Guinness Nigeria Plc.

The purpose of motivating subordinates/sales force is to get them to achieve objectives (results)
that help the organizations, how to motivate employees remains a perennial challenge faced by
managers. This study will therefore examine the effects of motivation on sales force performance
in manufacturing and service companies with a view to making a comparative analysis, bringing
out the areas of differences and similarities, and projecting more effective and modern ways of

3
motivating the sales force for optimum productivity.

So, Guinness Nigeria Plc and Mobile

Telecommunications Network (MTN) in South-East, Nigeria were used for this purpose.

1.2

Statement Of The Problem

Customers are more demanding today than ever before. The target market require better goods,
services and quick and reliable support than they had in the past. The sales force in the field who
should have some wealth of knowledge and experience about the products, market, competitors,
industry trends, do not seem to be active and effective as exemplified by failure to keep business
promises, giving incorrect information to customers, and poor customer relationship management.

Specifically, greater percentage of the sales force in manufacturing and service companies have
been major culprits in these practices including lateness to work and not keeping appointment at
all. Others could be very unfriendly and even become hostile while attending to customers. Some
sales force lose focus and consequently supply wrong brand of products to customers. These result
in long waiting time for customers to receive the needed goods and services, and the consequent
low performance as some customers lose patience and consequently take their leave and even go
the alternatives. The poor attitudes of the sales force such as lateness to work, delayed sales calls,
lack of information for customers problems, could contribute to the low growth of sales force
performance in manufacturing and service companies.

The foregoing situations of the sales force in manufacturing and service companies in relation to
economic performance raise issues on whether these companies can achieve and sustain high rates
of output and growth, able to generate and sustain large numbers of employees, and whether they
can compete effectively in the global market. The failure of sales force could have industrial,
managerial and marketing implications which this study is set to explore, and which constitutes its
research problem. Particularly in the context of how the sales force are motivated towards
improving productivity using the incentives of salaries, sales calls allowances, sales bonuses,
access to sales vans, product availability and continuous training and updating of the sales force.

4
1.3

Objectives Of The Study

Consequent upon the background of the study and the statement of the problem, the researcher will
endeavour to:i)

determine the direction from very high to very low levels of motivation of sales force in
Guinness Nigeria Plc and MTN.

ii)

Identify the differences in the motivational tools used on the sales force by manufacturing and
service companies.

iii)

ascertain whether staff preferred leave period and participation in decision making have
significant effect on sales force performance in the two companies.

iv)

determine the most effective motivational incentives - insurance scheme, commissions,

and regular pay used by either of the companies under study.

1.4 Research Questions

Based on the background of the study, statement of the problem and the objectives of the study, the
following research questions were raised to guide the study:1. What is the level of sales force motivation in the two manufacturing and service companies
(Guinness Nigeria Plc and MTN) under study?
2. What are the different motivational tools used on the sales force by the manufacturing and
service companies?
3. What are the motivational effects of staff preferred leave period and participation in decision
making on sales force performance of the two companies under study?
4. What are the most effective sales force motivational incentives used by either of the companies
under study.

5
1.5 Hypotheses Of The study
Following the statement of the problem, the objectives of the study and the research questions raised
therefrom, the following hypotheses were formulated to guide the survey:1. There is no significant difference in the level of sales force motivation in Guinness Nigeria Plc
and MTN.
2. There is no significant difference in the sales force motivational tools used by the manufacturing
and service companies.
3. Preferred schedule leave period and participation in decision making do not have significant
effect on sales force performance in Guinness Nigeria PLc and MTN.
4. There are no most effective motivational incentives used by manufacturing and service companies
in Nigeria.

1.6 Significance Of The Study

This study of the effects of motivation on sales force performance in Guinness Nigeria Plc and MTN
Nigeria will be of immense benefit to the growth of manufacturing and service output in the
economy. The study will provide the marketing managers with better conceptual, human and
technical skills for assessing and increasing the efficiency of their sales force and other levels of
employee towards achieving both personal and organizational goals.
This study will also be relevant to companies operating in Nigeria. The management of these
companies will be refreshed and educated more on the needed adequate knowledge and application
of appropriate motivational strategies that will enhance industrial harmony and growth. This will
facilitate peace, commitment and interpersonal relationship.

The study will encourage the

management of various companies and corporations to make policies that will harvest happy sales
force, happy company situations.
In the educational sector, the study will equip the teachers and educational administrators/managers
with the right mindset to invite students to learn. Through this study, they will see more reasons to
helpfully but objectively commit the students to the pursuit of successful teaching and learning
process. The students themselves will be prepared through this study to adequately handle some
economic functions involving human resource management especially the sales force issues. This

6
work is intended to help the students get ready for the additional management responsibilities they
are likely to encounter in the real world.
1.7 Scope Of The Study
This research work will be confined to assessing the effects of motivation on sales force
performance in Guinness Nigeria Plc and MTN as manufacturing and service companies in the
South-East states. This study will identify the available sales force motivational tools, the ones used
differently or otherwise by the two companies, and proffer the way forward. However, lack of
adequate time and finance will not permit the extension of the study to their head offices, but it is
believed that what will be obtained from their South-East branch offices will represent the general
true situation.

1.8 Area Of Study

This study will be carried out in the South-East area of the country, Nigeria. Specifically, Aba,
Onitsha, Enugu, and Owerri will be covered because of the time frame for this study. Moreover,
Guinness has its South-Eastern manufacturing plant at Aba, while the MTNs service centres are
located in Aba, Onitsha, Owerri and Enugu amongst others. The two companies will be studied as
respective representatives of manufacturing and service companies in the East of the Niger.

1.9 Limitations Of The Study

The conduct of research in Nigeria and of course all developing countries is hindered by a lot of
problems. In this particular study on the effects of the motivation on sales force performance in
Guinness Nigeria Plc and MTN in the South-East, the following problems were encountered:
a.

Power supply: Poor power supply is the greatest problem of this research. Sometimes there
will be no light for about one month or more. When light is on, it would be very epileptic
thereby forcing the researcher to incur more cost to power the generator otherwise nothing
would be done. Browsing, studying, processing of data progress, etc were all affected by
inefficient power supply even in all sectors of the Nigerian economy.

b.

Family distractions: Combining and co-ordinating office work, family duties and rigorous
academic exercise as this research is a herculean task. Besides, hostel accommodation was not
available to make the study easy.

c.

Data collection problem: There were delay in executing and returning the questionnaire by
the respondents. This called for repeated visits to the two companies studied, so also the poor

7
attitude of some target respondents who did not execute the instrument at all. In fact, sourcing
data from corporations was a very difficult case as the staff were secretive the extent of which
depend largely on the level of exposure and mindset of staff of the two companies, and the
individual differences of all concerned with this research work..
d.

Financial problems: This depicts the prevailing economic condition in the country and the
consequent financial state of average Nigerian student. Financing this research was therefore a
big task. There is nothing like research grant to aid self-sponsored study.

e.

Time constraint: As time waits for no man, the time frame for this study did not allow the use
of many analytical techniques and expansion of the scope. The overall academic pressure,
lapsing of programmes and fear of NUCs screening harmer on researchers job would not
permit extension of period slated for this study.

1.10

Definition of Terms
In the course of this study, definitive meaning of some relevant terms will be understood as
follows:Motivation:

Motivation refers to the desire and effort to satisfy a want or goal (Akpala

1990:237). It is a drive towards an outcome, human resources management action directed to the
sales force to elicit their optimum performance.
Motivational Practice:

This consists of all the activities habitually performed by the

management and directed towards the organizational members in order to exact loyalty and
appreciable level of task performance (Carter 1990: 216).
Motivational Reward: This refers to cash or any other form of compensation in liquid assets
for services rendered, task performance or merit achieved (Chime 1990:196).
Sales force: The term refers to sales people (men and women) employed by a firm or a
company to find prospective buyers of their commodities, convert these prospective buyers to
customers and ensure that they are continually satisfied to facilitate repeat performance
(Nwokoye 1988:154).
Marketing: The performance of business activities that directs the flow of goods and services
from producers to users (American Marketing Association). The Institute of Marketing, London
defines marketing as the management of processes responsible for identifying, anticipating and
satisfying customers requirement profitably (Onah and Allison 2007:124).

8
Communication: This refers to the exchange of thought or information to bring about mutual
understanding and confidence or good human relations. It is an intercourse by words, letters,
symbols, or messages, and a way one organization member shares meaning and understanding
with another (Osuala and Okeke 2006:118).
Manufacturing: This is the business or industry of producing goods and services in large
quantities in factories. The sales force present these goods and services to prospective
buyers/users, convince them and get their patronage.
Service: This is a system that provides something relevant (intangible) which the public needs,
organized by the government or a private company. It is a business whose work involves doing
something for customers but not producing goods - a service industry serving customers in hotel,
shop, restaurant, etc (Hornby 2000:1075).

9
References
Akpala, A. (1993) Management: An Introduction and the Nigerian Perspective,
Enugu, Precision Printers and Publishers.
Bolt, G. J. (1987), Practical Sales Management, London, Pitman Publishing.
Carter, R. (1990), Business Administration: The Human Relations Approach,
Britain, 2nd Edition, Heinemann Professional Publishing Ltd.
Hornby, A. S. (2000), Oxford Advanced Learners Dictionary of Current English,
3rd Edition, P. 1075.
Isidoro, S. E. and Ibanga, A. J. (2007), Selling Booze: Alcohol Marketing
in Nigeria, Unpublished Conference Paper, Centre for Research and
Information on Substance.
Kalu, S. E. (2005), Sales Force Motivation and Supervision in Office Equipment
Marketing, Journal of Marketing, Vol. 3. No. 1, P. 29.
Kazeem, O and Atili, A (2010), Zain, MTN, Glo and the Struggle for Market
Share, The Nation, Monday, June 28, 2010, P. 23.
.
Kotler, P. (1997), Marketing Management: Analysis, Planning and Control,
New Jersey, Prentice Hill Inc.
Rick, C. (2008), Common Sales Problems and How SFA Solves Them, Journal of
Customer Research Management, http://www.allbusiness.com
Sengupta, K., Heiser, D. R., and Cook, L. S. (2008), Manufacturing and Service
Supply Chain Performance: A Comparative Analysis, Journal of Supply Chain
Management,
http://www.allbusiness.com/professional.scientific/management. September 22 2008,
Retrieved 2/9/2010.
Ubanagu, O (2006), Motivation A Sine-Qua-Non for the Effective Performance of
the Workforce, Journal of Marketing, Vol. 4, No. 1, March 2006, P. 190.
The Profile, www.guinness-nigeria.com Retrieved 21/7/2011
www.mtnonline.com/../headquarters.html

10
CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction
This chapter seeks to review some available relevant literature on the research problem - The effects
of motivation on sales force performance in Guinness Nigeria Plc and MTN Nigeria. The review
will be from the summary commentaries on the writings of recognized authorities, and of previous
research findings relevant to the research problem being investigated. Motivation as a management
tool is appropriately applied to facilitate the effective and efficient performance level of the
workforce in an establishment which will in turn enhance a gradual steady growth in the concerned
establishments (Okoye, 2006:190). The workforce who do selling job in companies go by many
names such as salespeople, sales force, sales representatives, account executives, sales consultants,
sales engineers, agents, district managers, account development representatives, etc.

Today, most industrial companies rely heavily on a professional sales force to locate prospects,
develop them into customers and grow the business . (Nwosu et al 2010:45). The sales force who
are well-trained and educated professionals who to build and maintain long-term customer
relationships both in manufacturing and service organizations. A salesperson who is not getting the
motivation needed to do the job properly is likely to develop a poor attitude and then perform
poorly. In this era of customer relationship management, if a companys salespeople do not acquire
this motivation, then the company could lose large amounts of money, customers or even go out of
business (Uduji 2008:21).

Business in Nigeria has been developing very rapidly. To be competitive and successful, modern
management theories have to be applied. Although many marketing companies are facing problems
of staff motivation and supervision, they are reluctant to adopt modern sales management concepts
(Kalu, 2005:28). It is believed that Nigerians sales force may have their peculiarities and
uniqueness, they still bear certain semblance to the sales force anywhere in the world. For easy
comprehension, the literature review is done under the following sub-topics:

11

Concept of motivation

Theories of Motivation

Functions of motivation on sales force performance

Factors which affect motivation

Motivational techniques

The sales force: Traits and quality

Sales force management - Compensation and Incentives plan, Training and supervision, Quota
allocation, Communication, Promotion.

Productivity and organizational performance

Inter-relationship of motivation, control systems, compensation and sales force performance.

Indeed, the very nature of the selling job requires that attention be paid to the proper motivation of
its sales personnel. Low reward, rejection and other hazards in the selling job usually require a lot of
supportive action from the management. Thus, for some sales persons, the selling task may be
sufficiently intriguing to require little more in the way it motivate than a good incentive
compensation plan and new list it prospects. In view of the essence of motivation on sales force
(Warshaw and Kinee, 1979:498) observed that, the human traits of laziness and procrastination are
as present among seller as in any other group in society and managers have learnt from experience
that effort expended to overcome human inertia pays off in increased sales productivity.

2.0.1 Brief History Of Guinness Nigeria Plc

Guinness Nigeria Plc is a member of Diageo Global family, a Nigerian company founded in 1962 at
24 Oba Akran Avenue, P.M.B 21071, Ikeja, Lagos State. The company has its corporate head office
Nigeria is the third largest and fastest-growing Guinness market in the world. Authur Guinness
established his brewery in Dublin, Ireland in 1759, and the parent company has been headquartered
in London since 1932.

The main beer is Foreign Extra Stout now brewed under the license from

Guinness. Foreign Extra Stout (Nigerian Guinness) is occasionally available from off-licenses and
supermarkets in the UK.

In the history of alcohol industry in Nigeria, Isidoro and Akan (2007:2) revealed that soon after the
Nigeria Bottling Company (NBC) (which became the Nigerian Brewery Limited, (NBL) and now

12
the Nigerian Brewery Plc) started production in Nigeria, a company was formed to import Guinness
Extra Stout into the country from Ireland. The popularity of this brand led to the establishment of a
Guinness Brewery in Lagos in 1962. It is noteworthy that this was the first Guinness Brewery
outside the United Kingdom and only the third in the world. Like the NB Plc, Guinness has
recorded tremendous growth in production over the years, that it now has other three breweries in
the country, located in Benin City (1974), Ogba (1982) and Aba (2004). Apart from its flagship
brand, Foreign Extra Stout, the portfolio of the company includes Harp Lager Beer, Malta Guinness,
Gordon Spark, Smirnoff Ice and Satzenbrau. Guinness Nigeria Plc is of the most nationally wellknown companies in Nigeria, largest capitalized companies on the Nigerian Stock Exchange.

Guinness company organizes its advertisement around Michael Power, though not his real name, he
is one of the known figures in Nigeria and a leading salesman of Guinness extra stout. The Power
associates Guinness with strength and sexual virility black power and Viagra highlighting the
good qualities of the brand namely:

Strength
Friendliness
Intelligence
Responsibility and
Reasonableness

Enviable corporate social responsibility initiatives of Guinness spread over

Establishment of numerous community projects Eye Hospitals, Water of Life, etc

projects;
Sponsorship of the publication of a compendium of UME (JAMB) past questions and
answers;
Donation of computers to schools;
Sponsorship of art competitions;
Sponsorship of visits by foreign journalists to the country; and
Donation of foodstuffs, beverages and toiletries to charity homes, among others.

Economically, the company has variously excellent corporate performance awards locally,
nationally and internationally. Guinness Nigeria Plc provides thousands of direct and indirect
job opportunities, and pays taxes and levies to government estimated at 35 billion naira.
Guinness Nigeria Plc. Vision - A key contributor to the success of the GNPLC strategic plan and
an effective and flexible field sales force demonstrating industry leadership in both volume
driving and brand building activity. Qualifications for Recruitment in Guinness Nigeria Plc are:-

13
-

Bachelor Degree in business or related field.

Minimum of 5 years experience in leadership position.

Ability to set clear sales strategy and direction.

Role model for sales leadership- performance management, coaching, time management,
attracting and retaining talent.

Ability to build trusted relationships across network/line.

Role model for customer relationship leadership.

To leverage internal and external relationships.

Strong business, customer and market understanding.

Source: *Oral interview with the Senior Manager (Marketing), Guinness Nigeria Plc, Aba.
*Guinness 2008 Diary.
*Isidoro and Ibanga (2007), Selling Booz: Alcohol Marketing in Nigeria (unpublished).
www.securities.com/.../profileGuinness_Nigeria_plc_en_2037130.html-21k-Cachedsimilarpages

2.0.2

Brief History Of Mobile Telecommunications Network (MTN)

Alexander Graham patented the first telephone apparatus able to transmit sustained articulated
speech in the United States in 1886. This progressively spread into major telecommunication
markets worldwide. The telecommunications sector in the Western European countries brought
significant advances in telecommunications technology thus enabling a wider choice of services
and systems to be provided to customers. Service quality and systems reliability of network
and calls improved.

Optical fibre cables, satellites for inter-continental traffic brought

substantive increase in capacity and quality of services.

Since 1980s,

mobile

telecommunications technology has been growing rapidly with the introduction of cellular and
personal communication networks and mobile data.
Telecommunications in Nigeria dates back to 1886 when cable connection was established
between Lagos and the colonial office in London. This developed into nucleus of national
telecommunications network. In 1923, the first commercial trunk telephone service in Cross
River State was established. Between 1946 and 1952, a three-channel line carrier system was
commissioned in Lagos and Ibadan respectively and was later extended to other areas thus
connecting the colonial office in London and the local offices in Kano, Kaduna, Benin and

14
Enugu. In 2001, Global System for Mobile communications (GSM) came to Nigeria. The
Mobile Telecommunications Network (MTN) a South African company is part of MTN Group,
Africas leading cellular telecommunications company. By May 16 2001, MTN became the first
GSM network to make a call following the globally lauded Nigeria GSM auction conducted by
the Nigerian Commission earlier in the year.
The company, MTN launched full commercial operation beginning with Lagos, Abuja and PortHarcourt, with respective corporate headquarters at Golden Plaza Building, Awolowo Road,
Falomo, Ikoyi, Lagos; Plot 2784,Shehu Shagari Way, Maitama, Abuja; and 330 Aba Road, Port
Harcourt.

MTN steadily invest in building mobile telecommunications infrastructure and

deploying its services across Nigeria. The companys digital microwave transmission backbone,
the 3,400 kilometer YelloBahn was commission by President Olusegun Obasanjo in January
2003 and is reputed to be most extensive digital microwave transmission in all of Africa. The
YelloBahn has significantly helped to enhance call quality on MTN network. It now provides
services in more than 223 cities and towns, more than 10,000 villages and communities and
highways in the 36 states of Nigeria and Abuja. The companys digital microwave transmission
backbone by last September had covered 10,500 km, while the fibre optic cable network had
covered almost 8,000 (Kazeem and Atili, 2010:23). The company thrives on the core brand
values of leadership, relationship, integrity, innovation and responsibility, described by the
Chairman, Pascal Dozie as a major player in information and communications technology.

MTN prides itself on its ability to make the impossible possible, connecting people with friends,
family and opportunities, expanding its network capacity to include a new numbering range with
the prefix 0806, 0703 and 081 making MTN the first GSM network in Nigeria to have adopted
an additional numbering system, having exhausted its initial subscriber numbering range 0803.
In its resolve to enhance quality customer service, MTN introduced a self-help toll-free 181
customer-care line through which subscribers can resolve their frequently asked questions free of
charge. Among the products and services of the company are MTN prolink, MTN funlink, MTN
smartlink, MTN happylink, and MTN bizlink.

MTNonline.com confirmed that, MTNs

overriding mission is to be a catalyst for Nigerias economic growth and development, helping to
unleash Nigerias strong development potential not only through the provision of world class
communication but also through innovative and sustainable corporate social responsibility

15
initiatives. It is a multinational telecommunication group, operation in 21 countries in Africa,
specializing in innovation, marketing and corporate social responsibility.

Other MTN Products

MTN offer telecommunication services both in Nigeria and other parts of the world. It offers a
variety of products and services on their prepaid and postpaid billing platforms, tailored to meet
their diverse needs. Whether you are a business executive, student, mother, Business Centre
Operator (BCO), there is an MTN plan that has been designed with you in mind.
MTN Post Paid Products
i.

MTN xtramart: Offers corporate organizations and individuals hassle-free control of both
employee and personal phone call costs. It offers you and your organization all the benefits you
would expect from a contract package plus the cost control feature of prepaid package.

ii.

MTN Xtravalue: it is designed to offer the discerning executive, cost saving low tariffs and the
convenience of paying for your calls at the end of every month. It offers corporate sales
executives, service uninterrupted talk time, low access charge of N1500 per month, 27k/sec for
calls to MTN numbers, 37k/sec for calls to other networks, four happy hours of talk time at
10k/sec between 12.30am 4.30am daily and so much more.

iii.

MTN Xtraconnect: it is a per second plan that offers subscribers cost effective call rates for
speaking with their family and friends everyday of the week. In addition to affordable rates,
Xtraconnect customers will also receive freebies that suit their unique communication
requirements including free SMS and MMS (immediately) every calendar month, once they talk
for up to 2 minutes each month with their MTN phone and 50% discount off calls to 3
registered family and friends numbers.

iv.

MTN Xtracool: it is a per second plan designed to offer our subscribers special call rates in
addition to freebies that suit their unique lifestyle requirements. Special on-net (MTN to MTN)
call rates during weekdays and weekends (i.e Monday Sunday) including Free calls to MTN
numbers during late night hours everyday from 12.30 to 4.30am, discounted calls to 3 registered
family and friends numbers, low SMS rates free MMS and other monthly freebies are the main
offers on this tariff plan. Others include MTN Xtrapro, Xtraspecial, MTN Xtraprofit MTN Echarge, etc.

16
Qualifications for Recruitment in MTN A university graduate with minimum of 3 - 5 years
experience gained across sales/consumers marketing. A strong track record in sales preferably in
more than area Particularly critical is previous experience of field sales or other customer facing
roles.
Source: www.nigeriaalerts.com/index.php
www.mtnonline.com (Retrieved July 2010 3.55 pm)

2.1 Concept Of Motivation

Motivation can be said to refer to the desire and efforts to satisfy a want or goal. It implies a drive
towards an outcome. The word motivation comes from the latin term motivation (ie a moving
course, which is derived from another latin word motus (ie moved).

Motivation is the

expenditure of effort to accomplish results (Dubrin, 1990:292). Motivation was originally

developed in the social sciences, most probably in Psychology. However, the beginning of the
concept of motivation as a basic psychological process is difficult to trace. It crept into writings in
England and American in the 1880s. During 1930s, motivation gained acceptance as a fundamental
psychological concept (Bindra and Stewart, 1971:211).

Recently, the concept of motivation is widely applied to business areas, especially in organization
and human behaviour management. Motivation is goal-directed behaviour, underlying certain needs
or desires. Specifically, motivation is the amount of effort, the sales person desires to expend on
each of the activities or tasks associated with the sales job (Still et al, 1988:109). Okoye (2006:190)
define motivation as the effective managerial application of tangible and intangible incentives to
improve the performance of the workforce. Wotruba (1981:157) defines motivation as a force or
pressure based on individuals needs and wants that gives rise to his behaviour. It is what directs a
person to spend effort on some tasks but not others. Ogunbajo (2012:43) explained that motivation
should not only be monetary but sometimes be inform of experience.

Dunnet (1976:245) sees motivation in terms of choice to initiate and expend effort and persist in
expending effort over a period of time to achieve a given performance objective. Indeed, the survival
of motivational concepts can be attributed to three individuals: William Mc Dougall, Sigmund Freud
and Robert Wood Worth. These three men worked on instinct although their real emphasis lay on
energetic source of conduct. Mc Dougall identified his point and view as hormic psychology. The

17
term hormic in this regard means impulse or striving. He defines the instinct as being the prime
moves of conduct, without organism would be inert, and save purpose, goals and striving as
hallmarks in human conduct. The emphasis on impulse and striving were found relevant and
consequently incorporated into the contemporary concept of drive. However, Freud emphasized the
irrational impulse driven aspect of human conduct and proposed that it rests on an instructive basis
while Wood Worth also brought the term drive into the psychological Texaco regarded instincts as
useful concept but distinguished two features: mechanism and drive as two important component of
actions. Mechanism requires a supply of energy to force or make them move, the force in the
drive.

Studies on work motivation, performance and job satisfaction have shown that pay (salaries and
wages) is not a major cause of workers dissatisfaction and low performance especially when we
recall that in the last two decades, there has been more than five wage increases in the country
namely- Adebo 1972, Dotun 1975, Williams 1975, Dolus Phillips 1998 and the Federal military
government 1983, 1988, 1992 and 2000 minimum wage by the Civilian government. It is therefore,
aimed at finding out the efficacy of these motivational practices towards the sales force in Guinness
Nigeria Plc and MTN.

Research suggests that where there are deficiencies in motivation of employees like, lack of
recognition (reduced self-esteem), impossible quota allocation, managements inability to organize
sales meetings/seminars, and non-allotment of vacation to salesmen, can lead to variation in output
caused by the employees themselves. In this regard, the sales force by virtue of their job required
being motivated in expectation of improved performance. Therefore, there is great need to motivate
sales force in any organization. Motivation creates a healthy organizational climate for achieving
necessary industrial and social objective with increased productivity. For the sales force to be able
to carry out their functions, they must be sufficiently motivated like giving them incentives-high pay,
commission, compensation etc. This is virtually the case because it is noted that it is the nature of
human that most people operate financial gains or recognition tied to successful execution of their
assignments.
Unless the sales force are transparently willing to contribute their effort towards the fulfilment of
their assigned task, all companys administrative actions aimed at expecting them to comply will
definitely be in vain. Therefore issues of directives with well conceived phases does not mean that

18
they must be obeyed. This is because employees have an attitude towards acceptance or rejection of
instructions. Any directive that falls within the acceptance zone will be carried out, while those
outside it will be disregarded or sabotaged. However, appropriate use of motivation may result to the
acceptance of management directives. Thus, motivation stirs up sales force interest in their job, if
they can imagine future satisfaction that they will gain by putting in their best selling efforts, they
get interested and involved in all respects.

2.2 Models and Theories Of Motivation

Many theories have been developed on motivation by different behavioural scientists. Whichever
way these researchers have approached the subject, they all aim at obtaining statements on certain
actions and why people choose different course of action. However, these theories have not gone
unchanged, and thus have generated more research and refinements, which have helped management
practitioners to further refine and improve upon their work methods and techniques. According to
Koh, Gammoh and Okoroafo (2011), much has been written over the past 50 years about the
determinants of salespeoples performance. Churchil, Ford, Hartley, and Walker, (1954) in Koh
(2011) conducted a search of the published and unpublished literature on sales management and
uncovered 116, their findings indicate that the major determinants of salesperson performance are
(1) role variables, (2) skill, (4) personal factors, (5) aptitude, and (6) organisational/environmental
factors. Theories of job performance offer that motivation in the work context has been studied to
understand what causes employees to try hard to do well, or more specifically what causes the
arousal, direction and persistence of voluntary actions that are goal directed. The motives that
include needs, desires, wishes, drives instincts, wants and so forth are understood ad innate or
learned. Those factors have an activating, energizing, and goal-directing effect on behaviour,
generally maintaining it until the goal has been attained. Organizations try to influence work
performance in adopting measures to control behaviours, and in sales organizations, the primary
mechanism used has been motivation (Herzberg et al 1959, Kornadt et al 1980 and Chonko 1986 in
Koh et al 2011:4). From 2008-2012 managementstudyguide.com, classical theories of motivation are
Maslows Hierarchy of Needs, Herzbergs Theory, Theory X and Y, and the modern theories include
ERG (Existence, Relatedness and Growth), McCellands Theory of Needs, Goal Setting Theory,
Reinforcement Theory, Equity Theory and Expectancy Theory. The motivation theories are
categorized into content theories, process theories and reinforcement briefly discussed hereunder.

19

2.2.1

Content Theories

The theories that fall into place here have their origin basically on human needs. Theories like
Abraham Maslows Hierarchy of needs, Frederick Herzbergs two factor theory and Vrooms
Expectancy theory are grouped as content theory. They provide better understanding for work
related factors that arouse employees behaviour.
2.2.1.1 Abraham Maslows Hierarchy Of Needs
According to Maslow (1954:69), the most basic need of man is that man should be at his best,
seeking self actualization. Man is motivated to reach a result because he needs to reach it. The
hierarchies identified by Maslow are as follows:
a. At the bottom level, physiological needs are basic - food, warmth, sexual and other physical
needs.
b. The safety needs are primarily for physical safety, but extends to emotional security.
c. The need for belongingness and love is the beginning of needs for other people and need to be
part of a group.
d. Need for esteem assumes a basic need for selfrespect and esteem of others and need for feeling
of personal worth.
e. At the highest level is the need for self-actualization where the individual becomes aware of his
real self and work towards developing himself to his fullest potential. A diagrammatic view of
Maslows Hierarchy of Need is shown below.

20

Fig. 2.1: Maslows Hierarchy of Need

Self Actualization Needs.

Self-fulfilment, Realization of ones potentials
Esteem Needs.
Reputation, Self-respect, Prestige, Confidence,
Achievement, Competencies
Social Needs
Affection, Love, Belonging to a Group

Safety Needs. Security, protection, Order, Avoidance of

physical danger, Economies

Physiological Needs Food - Drink, Shelter, Air and Sex

Source: Onyeke and Nebo (2000:67), Principles of Modern Marketing,
Enugu, Precious & Queen (Nig) Ltd
Maslow postulated that the satisfaction of one of the needs in the lower level will yield a stronger
need for the satisfaction of the higher needs. He is also of the opinion that if a need that is due for
a person concerned is bound to affect the worker adversely and was dead to behavioural reaction
like frustration, conflict and stress, these reactions can be expressed in aggression (physical or
verbal) rationalization, (placing the blame on others), compensation (going overboard in one area
to make up for need deficiencies in another area) and regression (negative alternation of
individual behaviour. How individual react to these differ according to environmental,
organizational and personal factors.

McGregor (1960) in Maslow (1987:22) modified the hierarchy of need by stating that man is a
wanting creature and rarely reaches a state of complete satisfaction. The process of animating the
organism is the emergence of less potent needs from the gratification of more potent needs such
as physiological and safety needs. The emerging needs become major motivator of behaviour.
As soon as the needs on a lower level are reasonably satisfied, those on the next higher level will

21
emerge as the dominant need demanding satisfaction. As an individual moves up to higher levels
of the hierarchy, satisfaction of these needs increase their importance rather than reducing it
(Chung:1977:129). Therefore motivation involves a chain of reactions starting with felt needs,
resulting in wants sought, which give rise to tension thereby causing action toward achieving
goals and finally satisfying the wants. Leavitt (1972:5) in Obi (2003:130) provides a motivation
model which he derives from three basic premises: behaviour is caused, behaviour is directed
and behaviour is motivated. This he called basic model of behaviour which help a lot in
understanding the behaviour of workers in an organization.
Fig. 2. 2: Basic Model of Behaviour
The Person

Stimulus
(Caused)

Need
Want
Tension
Discomfort

Goal
Behaviour

Source: Leavitt (1972:8) in Obi (2003:104), Educational Management : Thoery and Practice,
Enugu, Jamoe Enterprises (Nig)
From the figure above, human behaviour can be viewed as part of double play from cause to
motivate behaviour-toward-a-goal. It is also helpful to think of the three as generally forming a
close circuit. Arrival at a goal eliminates the cause, which eliminates the motives, which
eliminates the behaviour. A worker is hungry, for instance, the empty stomach sends neural
impulses which the worker perceives as feeling hungry; the hunger feeling becomes the motive
directing energy towards seeking for food to fill his stomach successfully thus eliminating the
hunger otherwise the hunger feeling reappears. So, this cyclical process is basically the same
regardless of the type of needs in the organization.
2.2.1.2 Herzbergs Two Factor Theory Of Motivation
Herzberg et al (1959:167) evolved the two dimensional theory of motivation, which is often
called motivation maintenance theory, Motivation Hygiene theory or Dual factor theory.
According to them, the primary determinants of job satisfaction are the intrinsic aspects of the
job called motivators achievements, recognition work, itself possibility and advancements. On

22
the other hand, the

primary factors called hygiene (company policy and administration,

supervision, salary, interpersonal relationships with co-workers and working condition). The
two factor theory originated from a study by Herzberg, Mauser and Syderman in 1959 in which
they interviewed some employees asking them to describe specific insurance when they felt
exceptionally good or bad about their job. The analysis shows that the good critical incidents
were dominated by reference to extrinsic factors (hygiene). This can be applied to the sales force
because the intrinsic aspects of the job called motivators achievements and recognition are
paramount in the life of every sales person.

The sales person hence, strives to be recognized and make a name in his/her career, and once he
achieves it, he will have job satisfaction. However, several empirical studies aimed at testing the
validity of the two factor theory led to a hearted controversy between the supporters and cities
of the theory. Supporting Herzberg findings, (Schwarz and Stark, 1963:18) relied on the result of
their study on supervisory personnel in public utility industries. Again (Mayer 1964:24), using
employees of five different industries replicated Herzbergs result.

Frederick Herzberg

(1968:57) on the other hand developed the motivation hygiene theory. The major themes of
this theory are that:1. When workers are not satisfied with dissatisfiers, they become the major source of job
dissatisfaction, but satisfaction with dissatisfiers, neither leads to job satisfaction nor higher
performance.
2. The presence of satisfiers tend to boost both satisfaction and performance.
2.2.1.3 Vrooms Expectancy Theory Of Motivation
According to Vroom (1964:257), the theory can be stated; Valence x expectancy, where force is
the strength of an individuals preference for an outcome and expectancy is the probability that a
particular action will lead to a desired outcome. The essential element of this theory is that
people are motivated to do things, to achieve set goals. The theory hold that an employees
motivation to perform effectively is determined by two variables. The first is contained in the
concept of an effort reward probability, which is the individuals probability that is directing a
given amount of efforts towards effective performance result in obtaining certain reward or

23
positively veined outcome. The outcome review probability is determined by two probabilities.
The probability that effort will result in performance will result in a reward.
Vroom (1964) is of the opinion that, the first probability is expectancy, while the second is
instrumentality. Indeed, one of the great attractions of Vrooms theory is that it recognizes the
importance of various individual needs in motivation. Thus the theory proposed the addition of a
concept of boundary conditions to the theory and pointed out that such a theory can make work
behaviour understandable and predictable if organizations are consistent with their actions.
Therefore, the implication of this theory to the sales force in practice are that motivation is not a
simple cause and effect matter, that the sales force should carefully assess their reward structure
and that through careful planning management by objecting and clear definition of duties and
responsibilities by good organizational structuring the performance reward satisfaction system
(motivational practices) should be integrated into the entire management system.
2.2.2

Process Theories
The process theories unlike the content theories provide a great deal of understanding as to why
people choose a particular behavioural pattern. The known theory in this respect is Adams
Equity Theory,

2.2.2.1 J.S Adams Equity Theory

Equity theory focuses more on the comparison of inputs and outcomes of other individuals. This
comparisons or reference could be in the individuals group or in another group even outside the
organization. If equity is found out in these comparisons, it is always satisfying and produces
tension that motivates the employee to a particular behaviour. This focuses on pay and assist
managers in providing interesting findings with respect to under-payment and over-payment
situations. Managers should strive to maintain this equity condition at all times if employees are
to be motivated. However, it should not be forgotten that generally employees expect more
outcomes than their input and if given the chance, the average employee will always exaggerate
his reward. To explain individual differences in motivational responses, scholars have developed
expectancy theories of motivation. Several cognitive theories, such as subjective expected utility,
achievement motivation and expectancy instrumentality have been developed .

24
2.2.3

Reinforcement Theory
The pioneer study on this theory was made by a Harvard psychologist, B.F.Skinner, Agulanna
and Nwachukwu (2004:52) called this study, the Skinner Box. Basic assumptions of the study
were as follows: 1. The assumption that the individual is passive and merely dangles between forces acting on
him and the outcome.
2. That no individual initiates behaviour on his own.
3. It also rejects that individuals behaviour is based on need, drive and goal because
these are immeasurable and undesirable.
4. Another assumption summing up the others is that, permanent change in behaviour results
from reinforcement behaviour.
The reinforcement theory was operationalised operant conditioning. The operant conditioning
theory examines the application of one of the managers instrument of authority, the power to
reward and punish. With the power application of the different types of reinforcement, the
occurrence of the desired behaviour can be increased. Skinner, according to Agulanna and
Nwachukwu (2004:52), put forward four different types of reinforcement to be judiciously
applied to different employees at different occasions so that the desired result can be achieved.
The types of reinforcement as he put up are as follows:a. Positive Reinforcement: This is an encouragement given to a particular behaviour, which
increases likelihood that it will be respected.
b. Punishment or Negative Reinforcement: This is the method that is used to weaken a
particular behaviour, which decreases the likelihood that the behaviour will be repeated.
c. Avoidance: This is a situation where a particular reinforcement can prevent the occurrence
of an undesired stimulus. This type of reinforcement is that the individual work hard either
way. The only difference is that in positive reinforcement, the individual works hard to get
the new reward associated with the performance while in avoidance, the individual works
hard to avoid the undesired consequences of the action. Extinction refers to a situation when the
substance of the positive reinforcement is withheld.

25
2.3

Functions Of Motivation On Sales Force Performance

Motivation function is fully reflected when we define management as getting things done, and is
concerned with two primary elements - men and women. Sometimes, management is defined as
leadership. This indicates the importance of motivation in management of employees, through
financial as well as non-financial incentives. As confined to the sales productivity areas, Sonke
(2002:209) states that, motivation serves to reach and maintain the desired level of sales force
productivity by performing the following functions: 1. Reducing role conflicts of salesperson such as conflict of identification arising out of multigroup membership, advocacy conflict arising when the salesperson identifies with the
customers position to other groups in the company and the conflict inherent in the
salespersons dual role as an advocate for both the customer and the company and the
salespersons pecuniary interest as entrepreneur.
2. Maintaining continuing enthusiasm in sales work. Due to the nature of the salesmans job,
they repeat similar work day after day. It is easy for them to become apathetic and loose
interest in their work. Hence, motivation is needed to regenerate their interest. Managers
leadership roles (office expectations) and functions (duties) are primarily concerned with
interpersonal relationships, transfer of information and decision making, (Onodugo 2010:4).
Appropriate direction on these set of behaviours arouse and maintain sales force enthusiasm.
3. Maintaining a feeling of group identity. The salesman, working alone, finds it difficult to
develop and maintain a feeling of group identity with other company salespeople. Motivation
is needed to provide such group identity in which all members of sales force feel they are
participating in a cooperative endeavour (Still, et al 1988:178).
4. Providing examples and role models, and prompt visualization.

Inspirational quotes

stimulate images and feelings in the brain both consciously and unconsciously.
Inspirational examples motivate people in the same way that the simple power Of positive
thinking and accentuate the positive techniques do people imagine and visualize
themselves behaving in the way described in the quotation, saying, story or poem.
5. Encouraging the sales force to work on the opportunities that are likely to produce increasing
returns on their efforts. If you are managing a sales team, try (gently and progressively)
exploring with the team how they would like to develop their experience, responsibilities,
roles, status, value, contribution, within the business, (Chapman 2010:50). Usually, far more
ideas and activity come from focusing on how the salespeople would like to develop their

26
roles and value, in terms of the scale and sophistication of the business that they are
responsible for, rather than confining sales people to a role that is imposed on them and
which is unlikely to offer sustainable interest and stimulation. Performance improvement is
generally found through enabling people and teams to discover and refine more productive
and strategic opportunities, which will lead to more productive and motivating activities. For
example, reactive sales people are generally able to be proactive account managers, account
managers are generally able to be major accounts developers, major account developers are
generally able to be national accounts managers, national account managers are generally
able to be strategic partner and channel developers, strategic partners and channel managers
are generally able to new business sector/service developers, and so on
The

key

factors

in

motivation

are

classified

into

financial,

psychological,

organizational/managerial and personal categories. Walker et al (1970:204) suggested that the

importance of financial incentives such as salary, commission, and other kinds of monetary
compensations should not be over-valued but management have to use it with other motivational
tools. Research findings suggest that variables such as company goals, selection policies, training
procedures, supervisory policies, and other organizational climates variables affect the level of
conflict and uncertainty salesmen experienced (Walker et al, 1975:189). These organizational
variables together with interpersonal variables such as conflict also have a major impact on
salesmens feelings of job satisfaction. Wotruba (1981:170) noted that the personal factor of each
salesperson such as the personal preference, the life styles and the off-the-job lives affect the
sales performance much.

2.4

Factors Which Affects Motivation

According to Okoye (2005:190), the factors which affect motivation includes ;1. Market conditions, product characteristics and the nature of the sales task to be
accomplished.
2. The desired internal management policies and programmes.
3. The personality characteristics of those to be motivated.
However, some firms do not succeed in designing the appropriate compensation programmes
that will meet the challenges they are facing and the calibre of people they employ. As a result of
these circumstance, their sales force teams are either under motivated or stimulated to expend

27
much time and energy negatively on task and activities. The summary of these actions is that
both sales effectiveness and productivity suffer at last. Here, motivation is seen as the amount of
effort the sales person desires to expend on each activity or task associated with the specific job.
The sales manager therefore should be concerned with both the magnitude and the accuracy of
their subordinates instrumentalities which are functions of the achievement of better
performance through more willingness to expend the desired effort.
But the relationship between a firms performance and rewards is evaluated by management
policies on how sales performance is evaluated and what rewards are given to the various levels
of performance. Think of a company which uses sales quota system. Once you exceed your
quota target, you are compensated with something as designed by the company. However, one
all important question sales managers are interested in is whether there are consistent preferences
among sales people for specific types of rewards? Do people consistently value rewards more
highly than others? Yes, many sales managers and most authors on motivating the sales people
do assume that monetary rewards are the most highly valued followed immediately by
motivating rewards. They are of the view that recognition and other psychological rewards are
less valued and really require additional sales effort only under certain conditions. Though
monetary rewards are not highly valued in all the companies at the same time depending on the
prevailing state of condition of service in the various firms at a particular time under
consideration. Therefore, there is no universally accepted view of what kinds of rewards are most
likely to be influenced by their satisfaction with the rewards they are currently receiving which
will in turn be influenced by their personal characteristics, the compensation policies and
management practices of the firms.
Palmer (2006:40) observed that some managers are highly motivated themselves but struggle to
extend this state of mind to the people they manage and counselled against negative assumptions,
examples, everyone is like me, as against tapping into and supporting the team members own
motivations and helping them to realize their full potential, no-one is like me, people dont
listen to me, some people cant be motivated, but I am listening, if they leave I have failed,
the same factors that demotivate motivate, people will rise to tough challenges, I tried it and
it didnt work, and, this type of motivation takes too much time. All these go advocate that

28
sales/marketing managers should have the right mindset to understand that people are different
with different aspirations, motivational time investment, core values, abilities, etcetera.
Herzberg advised that leaders need invest in the development of their teams, and also of their
own successors.

Douglas McGregors X-Y Theory is pretty central to all this too. So is

Maslows Hierarchy of Needs, from the individual growth perspective. Even Bruce Tuckmans
Forming, Storming, Norming, Performing Model and Herseys and Blanchards Situation
Leadership model, and all renown theories clearly demonstrate the need for teams, and the
individuals within them, to be positively led and developed. Palmer (2006:41) concluded thus,
your responsibility as a leader is to develop your team so that it can take on more and more of
your own responsibility. A mature marketing manager should be virtually self-managing leaving
you free to concentrate on all the job-enhancing strategic aspects that you yourself need in order
to keep motivated and developing.
2.5 Motivational Techniques
Motivation is so complex and individualized that there can be no single best technique used in
motivating actions which might be taken by management are many and varied. Essentially, they
may be classified as follows:1. Additional Incentive Compensation: The attempt in providing for motivation for the sales
person is predicted on the belief that monetary rewards are the most meaningful, either in
form of wages or any other incentive such as bonus, insurance scheme, regular promotion,
sales commission, commendation sponsorships for training, etc for good performance, thus
money is very important and assumed to be instrumental to satisfying each and every one of
the needs of workers (from hunger to self-actualization).
2. Money: According to Koontz et al (1980:64), economic and most other managers place
money very high on the scale of motivators while behavioural scientists place it low. For
some people, money is of utmost importance while to others, it is not. Barry and Henry
(1981:4) concluded that most salesmen consider money as all and all, money is of paramount
value in that it is used in keeping the organization adequately staffed. Money is also used in
building motivation in paying salaries and bonuses aimed at high performance. The extent
to which monetary payment as bonus can motivate will depend on the amount paid, the
condition, reason for the payment and persons total income. Ubeku (1975:301) emphasizes a

29
lot on money in form of wages and salaries as one of the basic need that must be satisfied. He
maintained that because of the level of development and economic problems in Nigeria,
money have a large motivating element. Since some jobs cannot be improved anyway,
Ubeku believed that increasing pay from time to time will definitely make workers in that
category perform their duties well while emphasizing the strength of monetary rewards in
motivation, he recognized that it is never going to be true when the size of the pay package
alone will determine the level of the individual workers satisfaction.
3. Career Advancement: The best salesmen are offered transfers to move uncreative sales
areas, or are invited to join the ranks of sales management. Indeed, the motivating appeal of
job advancement is less immediate in its effect than a direct monetary payment, although the
reward if achieved, has longer lasting benefits to the sales person. However, the problem
remains the lack of getting the dividends immediately. Herzbergs research findings reported
in Palmer (2006:7) shows that, whilst increasing wages, improving job security and positive
working relationships have a marginal impact, the main factors that characterize extreme
satisfaction at work are: achievement, recognition, interesting work, responsibility and
achievement and growth. It follows that true leaders (sales and marketing managers) should
focus on these aspects peoples true motivational needs and values. Help the sales people to
enrich their work and you will truly motivate.
4. Special Activities: Somewhere between the immediate approach of direct monetary benefits
and the long run approach of job advancement lies a range of special activities such as
contest and other types of special sales promotion aimed at motivating sales persons to
greater heights. Contests are especially popular with sales managers in this regard because
they are seen as a means of evoking extra effort to achieve short-run goals which is somewhat more dramatic than purely monetary rewards of course, the damages inherent in the use
of this approach are numerous. Contests, like any other type of motivation aimed at getting
extra effort in the short form, the sales force, may lose their effects in the process of
continuous use. Again, the nature of some contests and other events may alienate the more
serious and professionally oriented sales persons.
Also, physical activity, team building workshops, team building games, etc activities are,
according to Chapman (1995:30) motivational. Team building activities like juggling, or
outdoor games get the body moving which is good for general health and for an energetic

30
approach to work. Workshops are good vehicles for team building games and activities and
also great for team consensus, collective problem-solving, developing new direction and
strategy and to support the delegation and team development process. Learning new things
even simple skills help to build confidence, promote team working and unleash creativity.
Taking part in workshops and brainstorming sessions are empowering activities.
5. Participation: The practice of consulting subordinates in matters affecting them motivates
them positively. Participation motivates the sales force and gives them valuable knowledge
about the enterprise and their product. It is a means of recognition. It also appeals to the need
for affiliation and acceptance and gives people a sense of accomplishment. This has
strengthened the question for the best ways of motivating employees. Donald (1974:26-30)
wrote of the suggestions made by a worker regarding the improvement of motivation and he
delineates three simple factors: care, continuous feed-back and feeling a mutual need.
a. Care: Managers should care more about their workers knowing that someone care is
essential for a person to give his or her best on the job.
b. Feedback: This means more than a pat on the back; it means letting the workers know
about the various aspect of the job they are doing. Such things as the firms competitive
position future plans where inputs come from and where products go are very important.
c. Feeling of Mutual Need: Workers need the organization and the organizations need the
workers. This is simple logic and entirely true. Therefore, both groups should
acknowledge this reality and work together. The individual sees the satisfaction while the
organization seeks individual labour to contribute to the output it wishes to deliver. This
feeling of mutual need, Palmer (2006:6) observed that aligning companys goals with
sales force aspirations help individual employees to tap in to their true motivators and
understand their core values. The marketing managers will succeed as leaders by helping
and enabling the sales people to reach their potential and to achieve fulfilment. Even
when a sales persons needs and abilities could be far greater value elsewhere, let him/her
go, and not be stay out of loyalty. Helping the sales force identify and find a more fitting
role elsewhere not only benefits you the manager and them, but also enables you find a
replacement who is really suited and dedicated to the job. So, true leaders care about the
other persons interests, not just your own interests and the interests of your organization.
6. Achievement Motivation: There are many motives that lie beneath most actions. These
motives are either intrinsic or extrinsic. Out of the chain of intrinsic motives, the one that has

31
received the most attention in the psychological literature is the need for achievement. It is
this need for achievement that make people to take pride in accomplishment of objectives
and make them strive for success in difficult tasks. Palmer (2006:50) reported that numerous
surveys show that most people are motivated by intrinsic factors, and in this respect we are
mostly all the same. Most people believe that others are motivated by extrinsic rewards such
as pay or job security, rather than intrinsic motivators like a desire to learn new skills or to
contribute to an organization. If marketing and sales managers assume their team members
only care about their pay packet or their car or their monthly bonus, this inevitably produces
a faulty and unsustainable motivational approach. Leaders must therefore recognize that
people are different in so far as the different particular intrinsic factor(s) which motivate each
sales person, but in so far as we are all motivated by intrinsic factors, we are all the same. It
is then wrong to assume that others motivated mainly by financial rewards.
7. Leadership style: Koontz (1980:661) defined leadership as the act or process of influencing
people so that they will strive willingly towards the achievement of group goals. Leadership
is very essential in managing the sales force because it creates environment in which the worker
operates. If the environment created by the leadership of a manager is conducive for performance,
much will be achieved in influencing the workers concerned. The relationship between leadership and
motivation form the statement - people tend to follow those whom they perceive as providing means
of achieving their own desires, wants and needs. Motivation through the content theories believe that
people have wants, desires and needs and that a technique of motivation that does not seek to satisfy
certain extent especially the basic needs, willing to be an effective technique. Through leadership, it is
possible to influence those workers (especially sales force) to see the leaders as somebody through
which they will actualize themselves. Any manager that is capable of communicating with his
subordinates in such a way that he will achieve fellowship of his subordinates is also capable of
motivating employees. In line with the foregoing, Esele (2011:37) sees leadership as the ability to
make positive impact on the lives of others, and that a good leader should realize that nobody has
monopoly of knowledge

Koontz advised that in response to these motivators, the manager should arouse and satisfy
the needs that will be beneficial to the organization and individuals concerned. The desires,
wants and needs that will be inimical to the organization, if satisfied, should be dampened,
performing all the main tasks of managing is very essential in making a good leader. When
management is in practice, it leans heavily on the hierarchy of needs developed by Abraham

32
Maslow. These needs are what average Nigerian employee strives to satisfy. A lot of money
is used to pay incentive and fringe benefits, all geared towards obtaining effective motivation
that can arise out of need and satisfaction. The researcher feels that it should be noted here
that the satisfaction of a need does not automatically motivate. This need satisfaction should
be supplemented by manipulating the individuals expectations while maintaining equity in
the process.
2.6

Ability, Motivation And Employees Job Performance

The human contributions to productivity or employees job performance are considered from
ability and motivation or more accurately ability x motivation. Thus, if a person had
no motivation, he could be the most capable individual in the world, but there would be no
connection between the motivation and the performance, both ability and motivation are
essential ingredients to good employee performance.

Ability is deemed to result from

knowledge and skill. Knowledge, in turn, is affected by education, experience, training and
interest while skill is affected by aptitude and personality as well as by education, experience,
training and interest. Motivation is an embracing factor in an employees development to
accomplish personal as well as organizational goals. The motivational level of the employees
will decide the extent to which the employee responds to opportunities, responsibilities and
organizational rules and regulations. It is in this line that motivation is seen as that fuel which
provides energy for human action (Obi, 2003:103).
Motivation is considered to result from the interesting forces in:
I. Physical conditions of the job
ii. Social conditions of the job
iii Individual needs
These factors are positive and contribute to motivation, improve employee performance and
increased productivity. They operate centripetally, working inwards towards organizational
goal. Other forces are negative, reducing motivation, performance and productivity. They
operate centrifugally, or away from the target we have assumed for the firm. What actually
happens to employees performance and through performance to productivity (unless offset
by changes in technical factors), depends on the relative strength of the multitudes centripetal
and centrifugal forces. Commitment to the organization has been seen as the nature of

33
relationship such that a highly committed member of an organization will demonstrate,
examples are:
a) A strong desire to remain part of the organization.
b) Willingness to exert high level of efforts on behalf of the organization and
c) A definite belief in and acceptance of the values and goals of the organization
Dedication demands that a worker has to do his work in a process of reciprocation between the
employee and the organization. The organization pays him, gives him status and job security and
does not ask him to do things outside his work description. In exchange therefore, the employee
reciprocates by hard work and a good days job avoiding damaging the image of the
organization. As the employee expects the organization to be fair and just to him, the
organization in turn expects the employee to be loyal. Grunsky (1966:458) is of the view that a
workers willingness to perform well in any organization is influenced by two general factors
such as:
a) The rewards he has received from the organization and the experiences he has to undergo to
receive them.
b) The greater the rewards received, the greater, the persons attachment, and the greater the
obstacles the person has to overcome in order to obtain the organizations rewards the greater
his commitment.
Any organization that has a programme which will help the workers to achieve their goals will
certainly enjoy the workers loyalty, commitment and hard work. Perhaps, that may be why
Taylor (1947:221) believes that it is better to lay down five (5) objectives that can increase the
efficiency of the worker in the productive process and at the same time take into consideration,
the aspirations of the worker. The objectives includes:
1. A daily large task - here, every member of the organizations rank and file should have a
clearly defined task assigned to him,
2. Standard conditions - each workers task must be a full days work and each worker should
be given such standardized condition and appliances to enable him accomplish his task,
3. High pay for success - advocates that high pay will guarantee success. It is here that Taylor
demonstrated the importance of incentive towards job performance in organizations, and
4. He advocated loss on the part of a worker in case of failure to accomplish a task. Here, he
wanted belief to reflect reality. The third and fourth principles are reinforcement approaches

34
to motivation and management. This is the view of Agulanna and Nwachukwu (2004:43-61 )
when they argued that neutral stimuli predict the occurrence of important ones (classical
conditioning), and there relationship between environmental stimuli and our own voluntary
behaviour (operant conditioning). The reinforces increase the strength of behaviour
5. First class man - workers should be systematically selected so that individuals with the best
aptitudes and training will be matched with the appropriate job.
To Taylor, incentives are prerequisite for work performance and achievement of a set goal
(productivity) in an organization. Any worker who does not get as much incentives as he
anticipates may likely be dissatisfied. According to Brager (1969:108) a dissatisfied worker is
more likely to leave his work thus establishing a relationship between motivation and withdrawal
tendency, while a strong relationship has been found between organizational commitment and
the desire to remain part of the organization.

2.7

Sales Force Management

Obi (2003:25) writes that the search for greater efficiency and effectiveness in the management
theories. Sales force management is the sum total of all strategies and schemes employed in
order to draw forth the interest, support efficiency and effectiveness of the salesman to fulfill
organizational sales objectives. Therefore, in a very broad perspective, sales force management
style may not differ significantly from those employed in other segments of an organization.
Organizational management style is of prime importance in gauging the degree to which
individuals apply themselves wholly or partly towards the realization of the organizational goals.
Management is one of the most important human activities that permeates all organizations. For
people to work together for the attainment of a predetermined objective, there is always a need
for management that is charged with the responsibility of ensuring that the aims and objectives
of the organizations are realized.
American Institute of Management identified that management is used to designate either a
group of functions or the personnel who carry them out, hierarchy or the activities of men who
compose it, to provide antonym to either labour or ownership. Obi (2003:8) added that
management is seem as getting things done through the effort of others. Management can be
more scientifically defined as the co-ordination of all the resources of an organizing, directing

35
and controlling in order to attain organizational objectives. Management is the process of
allocating an organizational input (human and material resources) by planning, organizing,
directing and controlling to the purpose of producing outputs (goods and services), desired by its
customers so that organizational objectives are accomplished.
The systems approach to management encourages management to perceive the internal and
external environmental factors as an integrated whole. Modum (1995:35) observed that the first
requirement for management by systems is for the manager to understand that the firm is a
structured organization and that there ought to be a symbiotic relationship between all its
component parts, this entails viewing the business firm as one entity with many parts, each
pursuing their respective goals that all lead to the achievement of the common objective of the
organization.

Thus, each department of the organization must have its own strategies for

implementing the goals without for once losing sight of the cardinal fact that its performance and
achievements can only be assessed within the framework of the overall success of the
organization. As a result of this, systems approach

concept, views the physical, human,

environmental and psychological facets of the job as linking to form an integrated whole. Every
system is made up of sub-systems. For the system to function effectively, the subsystems must
function effectively too. The systems approach is often used in business to highlight the
interrelationship between the functional areas of management including sales force management.
The system can be used as a communication device. Managers can use an information system
such as Electronic mail (e-mail) to quickly disseminate information to employees. The
information can be conveyed in text form such as memos and letters, in graphical form such as
pie charts or Bar charts, or in tabular form, report form, etc. Quick transmission of information to
all work group/employees such as the sales force can simultaneously stop the spread of harmful
rumours, reduce the impact or incidence of bad news, or increase the incidence or impact of good
news, reduce channel conflict, minimize job dissatisfaction, etc. The type of flow of information
is dependent on the size of the organization. Management Information System (MIS) can also be
used for work group resource allocation. It can keep track of who did what, how much and when
it was done. Some of the researchers on sales force motivation are of the opinion that any
management style that is devoid of adequate consideration for human elements that is bound to
produce low morale and poor results. Lasting industrial peace will certainly be elusive except
adequate attention was paid to the human side or business The most important factor that

36
determines output is the emotional attitudes of the workers and management to their jobs and
colleagues. An organization would perform better when its personnels function as a team, that
is, as members of highly effective work group. A work group can be defined as two or more
people interacting and inter-dependent, who have the ability to behave in a unified manner with a
shared purpose or objective in mind. It is then not merely the sum total of the individual member,
but a structure that issues from the interactions of these individuals (Likert, 1961:15).
Participation and direct involvement can be achieved through sales meetings and conventions
which offer salesmen a wide scope to direct themselves by proffering their own goals, deciding
how they can achieve them and evaluate their performances. However, for a sales meeting to be
successful at any rate, it must possess the following attributes:
i.

It must be actually planned.

ii.

The problems of the salesmen and other things they would be enthusiastic to hear must be
made its centre-piece.

iii.

Salesmen must be consulted before the meeting is arranged.

Supporting the view, Bagozzi (1980:110) stressed that, this would among other things, require an
apt understanding of human nature, values, attitudes and behaviours, which vary widely between
individuals, since everyone has a unique personality. He therefore concluded that, a pat on the
back, a friendly word of encouragement, a memo from a superior, recognizing that, was
diligently working at it. These things cost the company little or nothing at all but may inspire the
salesmen to draw on that extra energy.

2.7.1 Functions Of Management

This is commonly referred to as element of management which are known as planning,
organizing, staffing and human resource management, leading and interpersonal influence,
controlling enterprise resources, coordinating, decision making, communicating, evaluation (Obi
2003:10). These activities constitute what is described as administrative function of
management. Goals differ with different organizations, some are profit-oriented while others are
service oriented. Fayol (1916:170), one of the earliest notable writers on organization believed
that there are administrative functions common to all types of organizations. He listed the five
basic elements of administration as planning, organizing, commanding, coordinating and

37
controlling. The works of the early writers have been repeated, adopted and expanded by other
writers concerned with identifying the elements of the process of administration.

Table 2.1: Writers Comparison of Administrative Functions

Henry Fayol

Gulick and

Newman

1916

Urwick

1950

Sears 1950

AASA 1955

Gregg 1957

Johnson et al

Harold

1969

Cyril Neinz

1937
Planning

Posocorb

1980
Planning

Planning

Planning

Dec.Mak

Planning

Planning

Organising

Organising

Allocation

Planning

Organising

Organising

planning
Organising

Organising

Resources
Commanding

Staffing

Assembling

Directing

Stimulating

Organising

Commanding

Staffing

Coordinating

Directing

Directing

Coordinating

Coordinating

Commanding

Controlling

leading

Controlling

Coordinati

Controlling

Controlling

Evaluating

Inflating,

Controlling

Controlling

ng,Reportin

Coordinating

g
Budgeting

Evaluating

Source: Obi, E. (2003) Educational Management: Theory and Practice, Enugu, Jamoe Enterprises, P. 11

a. Planning the Use of Enterprise Resources: Generally, planning helps one to prepare and adapt
effectively to the numerous complex and ever changing situations the environment. It involves
the establishment of objectives, strategies to achieve the objectives and procedures of
determination of the activities and resources necessary to achieve them. It is a blue print for
action. Failure to plan, gives rise to inefficiency, lack of direction and waste of resources.
b. Organizing Enterprises Resources: In order to execute or translate this plan into action, it requires a
further sub-planning in the form of organizing. Organizing is the element of administration that is
concerned with relating all the components of an organization into a co-ordinate whole so as to achieve
set goals. The components are:-

i.

The job to be done

ii.

The people to perform the job

iii.

The tools to be used in doing the job

38
c. Staffing and Human Resource Management
This is the process of ensuring that competent employees are selected, developed and rewarded
for accomplishing enterprise objectives. Human resources are the life blood of every
organization. The personnel should be well selected. Koontz and O Donnel are of the view that
the managerial function of staff involves planning the organization function structure through
proper and effective selection, appraisal and development of personnel to fill the roles designed
into the structure.
d. Leading and Inter personal Influence: This is the process of inducing individuals (peers,
superiors, subordinates and non-subordinates) or groups to assist willingly and harmoniously in
accomplishing enterprise objective.
e. Controlling: This is a managerial functions of making sure that plans succeed. It is the
measuring and collating of activities of subordinates to ensure that these activities are
contributing to the achievement of planned goals. Controlling is a three step process of setting
standards, measuring current performance against the established standard and taking corrective
action when necessary (reinforcing successes and correcting shortcomings) to bring performance
in line with standard (Schram, 1973:609).
f. Co-coordinating: It involves bringing into an appropriate relationship, the people and materials
necessary for the organization to achieve its purpose. It is also the uniting and correlating of all
the activities of the positional incumbents in an organization and directing them towards the
realization of the organizational goal.
g. Decision making: It is the core of the process of administration to which other activities have to
be subordinated. Every policy process must involve decision making. Effective administration
also requires rational decision making which will lead to the selection of the best way to reach an
anticipated goal.
h. Communicating: It is derived from a latin word communis meaning common through it, a
commonality of purpose is and attitude between sender and receiver is established. Many have
viewed it differently. To some, it denotes the means or mass media of passing information as
telephone, Television, Telegraph. To others it has to do with the channels of communication in
the organization. Communication as a concept has to with the following:
1. Importing or exchanging attitudes, ideas and information by use of human abilities or
technological media.

39
2. Transmission and reception of ideas.
3. Broad field of human interchange of thought and opinion
4. Process of giving and receiving facts, ideas and feeling
i Evaluating: It is the last step in the administrative process even though it spans through all other
processes. Evaluating may be formative or summative. As formative appraises the unit objectives
with the purpose of better performance, the summative is carried out at the end of the exercise to
find out the extent the overall objective has been achieved. The administrator uses evaluation to
determining what factors were responsible for the failures encountered and what should be done to avoid
future failures and improve efficiency and effectiveness in the organization. Once the causes of failure are
identified, new plans and decisions might emerge hence the beginning of the new process.

2.7.2 Sales Force Compensation and Incentive Plan

Incentive compensation plan refers to any plan, which puts additional money into the pockets of the
salesman upon an excellent performance. An incentive compensation plan need not necessarily be
money, that is, cash before it is accepted as such, rather they are simply the things people want and
desire which may be tangible (e.g money, material, gift etc) or intangible (words of praise, etc) Kalu
(2005:38) observed that money was indeed the most important motivational factor to salesmen. He
observed money as having the strongest ability for motivation. Whatever form incentives may
take, one salient feature they have is that they motivate people generally to do what is required of
them and do it efficiently. Thus, there exist a direct and frequently reasonable relationship between
many incentive plans and workers productivity.
For an incentive compensation plan to be able to motivate the sales men, it must be well drawn and
administered. Lending credence into him, Barry and Porker (1981:157) emphasizes that if
compensation plan is carefully designed to fit the nature of the sales objective of the company, it
would not only encourage the people to work harder but also direct their efforts towards profitable
market. A poorly conceived plan can in actual fact, work against the objective it was intended to
fulfil. Incentives can be a spur to achieving targets and selling more, or they can be a means of
rewarding special effort or good ideas that contribute to productivity (Jefkins, 1992:75). They can
also point out those who merit promotion. Incentives can be offered to company staff, or organized
to encourage the staff of retail outlets. It was found out that the order of factors in terms of their
strength of motivation ability was: money, self satisfaction, promotion and recognition.

Gordon

40
(1990:377) suggested the ranges of sales force rewards to include financial and non-financial
tabulated hereunder.

Table 2.2: Financial and Non-financial Rewards for the Sales Force
Financial Reward

Non-financial Reward

Salary.

Promotion.

Commission.

Special training expected to lead to promotion.

Individual bonus.

Achievement awards with inside and outside the organization.

Advance/special work assignments. Recognition by praise.

Group bonus.

Recognition by symbol of status.

Contests.

Contest with non-financial rewards e.g travel prizes

Eligibility for profit sharing.

Source: Gordon, O. (1990:377), Marketing Today, New York, Prentice Hall, 3rd Ed.
Also company atmosphere and morals were strong motivators. Companies almost solely emphasized
on the financial compensation to motivate salespeople. From the previous researches, although
money factor was recognized as important, many scholars suggested that it should be used in
combination with other motivators in order to effectively achieve the goals (Walker et al, 1977:156166). On the other hand, from the point of view of Maslows needs theory, money was a direct way
of satisfying lower order needs; but it might or might not be able to fulfill the higher order needs.
From the motivation-hygiene theory, Herzberg pointed out that money could not motivate sales
people by itself, and was indeed a hygiene factor rather than a motivator. It could motivate only when
it occurred as a merit increase that gives special recognition to the individual for a job well done.

From the compensation scheme, the general comments from the sales men indicated that the scheme
did not satisfy the sales men and was not competitive enough. It is rare for an employee to be very
satisfied with his/her present salary unless he/she is highly overpaid. As humans, people expected to
have as much (money) as they can. Hence, it is normal for more than half of the salesmen, not to be
satisfied with the present salary. As regards the strength of motivation ability, the position of self
satisfaction was significantly high. This coincided with what Maslows need theory and Herzbergs
two factor theory suggested. In needs theory, Maslow pointed out that even if all lower order needs

41
were satisfied, human might still often expect that a new discontent and restlessness would soon
develop, unless the individual was doing what he or she, individually was fitted for
(Maslow:1987:22). On the other hand, Herzbergs two factor theory classified achievement as the
strongest motivator affecting job attitudes and led to high satisfaction (Herzberg:1968:57).
Many varieties of sales force compensation and incentive plans exist, which differed not only among
industries but also among companies with industries. Specifically, Brown (2005:6) directed that
consideration should be given to rewarding salespeople for finding the right kinds of customers,
adapting compensation and incentives to lengthening sales cycle rewarding salespeople for building
share of customers (Share of Wallet), rewarding salespeople for customer retention, and rewarding
salespeople for improving customer satisfaction.
financial compensation plans.

Okoye (2006:196) highlighted the objectives of

The objectives of financial compensation plans includes the

following:1. To stimulate additional effort targeted at specific short-term objectives as regards sales
contests.
2. To direct effort towards strategic objectives, provide additional rewards for top performers
and encourage sales success as they relate to incentive payments.
3. Commissions generally motivate a high level selling effort and encourage sales success.
4. Salary on the other hand motivates effort on non-selling activities, adjusts for differences in
territory potential and rewards experience and competence.
5. Finally, benefits satisfy sales peoples security need as well as match competitive offer.
Commissions, salary and incentive payments form the most essential integral parts of most
financial compensation plans for sales forces , but while many firms provide benefits package,
others adopt the sales contests approach from time to time. On compensation and rewards,
Bagozzi (1980:65) and Basu et al (1985:267) stated that, ultimately to sustain motivation,
salespeople have to be appropriately paid/rewarded for their efforts. However, the three popular
methods of compensating sales people are:
1. Straight salary: The straight salary in which sales men receive fixed salary and some
amount to cover their jobs and could be accompanied by the payment of additional
compensation through discretionary bonuses or sales contest prize. The straight salary
compensation strategy enable the company go after its sales task assigned to sales men

42
without strong objection and may lead to high sales moral and less turnover of sales men. In
period of boom, this plan strategy makes higher profit without higher sales expenses. This
system is mostly adopted when the management wants to

a. Motivate sale people to achieve objectives other than short-run volume.

b. When the individual sales persons impact on sales volume is very difficult to measure in
a reasonable time.
c. When their sales people are engaged in missionary selling as in the pharmaceutical
industry.
d. When the selling process is complex and involves a team or multi-level selling effort.
2. Straight commission: Sales men are paid a fixed rate of their sales for profit volume as
compensation and may or may not receive reimbursement for expenses incurred while
performing their selling jobs. This implies that if there are no sales, there will be no
expenses, but if sales volume increases, expenses will increase as well. Commission payment
are based on a certain percentage of the sales persons unit sales volume. However, some
companies base their commissions on the profitability of sales to motivate the sales force in
order to extend effort on the most profitable products or customers. Advantages of Straight
Commission include:

a. A direct motivation is the major advantage of this system.

b. Commissions are usually very easy to compute and administer.
c. Compensation cost vary directly with sales volume.
Disadvantages of straight commission could be that,
a. The management has little or no control grip over the sales force.
b. Occasionally, when all their financial rewards are tied directly to sales volume, it is
difficult to motivate sales people to engage in account managed activities that do not lead
directly to short term sales. Sequel to this circumstance therefore, the sales people on
commission are most likely to milk existing customers rather than work to develop new
accounts. As a result, they may over stock their customers and forget rendering after sales
services.
c. Usually, these sales people have little motivation to engage in market analysis and other
administrative duties, which take time away from the actual selling activities
d. The sales peoples earnings are unpredictable as sales volumes are not static.

43

3. The Combination Plans: Combination plans combine the basis salary with commissions,
bonus or both. If salary is combined with commission, the commission is tied to sales volume
as in the case of straight commission plan. A bonus is a payment made at the discretion of
management for achieving or surpassing some level of performance. The attainment of quota
is often the minimum requirement for a sales person to earn a bonus. Sales men are paid
salaries at the giving rate in the particular market and sales area, plus a commission at some
given rate for efforts made beyond a certain expected satisfactory level.
In their paper, Sales Force Compensation Plan, Basu et al (1985:288) opined that the ultimate
objective of motivation is improving sales force productivity. Thus sales force research as drawn
on psychological theories and emphasized personal characteristics and perceptions as predictors
of individual level effort and performance, whereas the controls literature has emphasized
metrics, monitoring and control issues utilizing mainly management and organizational theories.
Furthermore, the sales force compensation literature has focused on the optimal design of
mechanisms for goal-setting, compensation, and pure incentives drawing primarily on economic
theories. According to Albers (2002:248), while these research thrusts and approaches have all
yielded rich insights into specific aspects of sales management from their specialized
perspectives, a clear need exists for greater integration of these insights into coherent framework
to be of maximal benefit to sales management. After all, as a practical matter, sales executives
must attend to and coordinate all elements metrics, goals, controls, and incentives in a holistic
manner to motivate and improve sales productivity.
2.7.3

Training/Supervision
Salespeople who feel motivated to work are likely to be persistent, creative and productive,
turning out high quality customer relationship management (CRM) which they willingly
undertake, (Uduji 2008:19). Training therefore is one major aspect of operating a sales force, as
new sales people obviously need careful guidance. Training changes unskilled or semi-skilled
workers into employees who can do their assignment/task in the way the organization want them
done. Lard (1978:9) defines Training as an experience, a discipline or a regime that causes
people to acquire new predetermined behaviour. Sales force training enable the sales men to
inter-alias, solve the problem of role perception and role conflict resolution. The salesmen

44
through the channel of training programmes are made to clearly understand the nature of their
roles in the organization and this role perception equips them for effective performance,
(Pettijohn and Taylor 2009:19). Training programmes inculcates the sale force knowledge of
entry into socialization by:
Confronting and accepting realities
Achieving role clarity
Locating oneself in the organization matrix and directing signpost of socialization.
Rather than reacting to each sales situation uniquely, sales people accumulate a base experience
into categories of selling situation (so that it can be readily applied when confronted by new
customers and selling situation). In the view of Adeleke (1983:11), supervision is part of the
reasons for poor performance of employees in organizations. Sales force supervision serves both
as a method of continuation of training and as a device to ensure that companys policies are
being effectively carried out. Wotruba (1981:88) define supervision as a management process to
encourage a high level performance. Supervision is a kind of tool for control purposes. It must
involve the process of monitoring and communication. Adeleke also view supervision as a sales
force in a two-way traffic that affords a two way communication between the sales management
on one hand and the sales force on the other. In order for the management to create an effective
supervision system, they must be able to go through the following process:
Gain understanding of what motivation is. Unless the manager understands motivation, he
could not be able to diagnose his own sale force situation and device strategies that are on
target.
Measuring the sales personnels needs-this is the step that enables the management to
identify each persons needs and goals in order to provide appropriate job environment to
meet their needs.
Develop motivational programme to improve job performance upon understanding the
motivation and identifying the needs, the management would then be able to develop the
programs tailored for particular situation(s). The programmes can be implemented with three
approaches. The most detailed level occurs when each sales person is treated as individual
who receives tailored programme separately. A second occurs when the sales force is divided
into groups in which the members in the same group are treated indifferently. And the third
involves treating sale people all alike for motivational purposes.

45
Kotler (1967:698) concluded that supervision not only help to direct the sales force, it also
motivates them to do better jobs. The supervision mostly comes indirectly through quota
allocation. In order to supervise effectively, the performance standard must be set up. In order for
the standard should be clear and descriptive. Quantitative standards, in effect, define both the
nature and desired levels of performance. They are used for stimulating good performance as
well as for measuring it. The following illustrates severally used standards: Quota-specifies the desired level of performance and monitors the discrepancy between the
budget and actual level.
Selling expense ratio-controls the relation of selling expenses to sales volume.
Territorial net profit or gross margin ratio-ensures for selling balanced line and relative
profitability.
Territorial market share-executes closer control to each territory.
Sales-coverage-effectiveness index controls the thoroughness with which salesperson works
in the assigned territory.
Call-frequency ratio-examines the effort spent by sales person.
Order-call ratio-monitors the effectiveness of working in different customers/sales person.
Average order size-controls frequency of calls on different accounts.
In order to achieve and monitor the performance standard, tools for supervision are necessary. There
are numerous tools existing and some major methods are: Sales meeting - It is important both for communication and motivational purposes. It provides
occasions for management to stimulate the group to raise its standard as to reasonable and
acceptable performance. It also serves to train and update the sales personnel with latest market
information and ideas in the meeting.
Sales contest - It is a special selling campaign offering incentives in the form of prizes or awards
beyond those in the compensation plan. It develops team spirit, boosts moral, and makes
personal selling efforts more productive.
Sales report - provide control information and enhances communication between the
management and the sales person. There are many kinds of sales reports to serve different
purposes for instance, progress or call report deals with the progress of a sales person, expense
report enables control of expenses, sales work plan helps to evaluate the sales persons ability to
plan the work and to work the plan.

46
2.7.4

Quota Allocation
Quota system is one of the basic supervisory tools used in well established companies. It is
based on the sales scores as well as the total sales volume. Most salesmen are comfortable with
the sales quota system (Kalu, 2008:40).

Quota system helps management to apportion

responsibilities for sales in a fair manner and set up policies for incentive compensation. Some of
the factors often considered in establishing a sales quota are:
-

Geographical areas

Market classification

Product lines

Competitions

Naira volume desired

Unit volume and total production for the fair

Past sales

Estimated sales for the year and other services to be performed by the salesmen.

Salespeoples quota allocation can be a motivational weapon where it is very challenging and
should not be imposed on salesmen. A motivating sales quota should possess the following
attributes:
1. Must not be complicated but clearly understood by salesmen.
2. Must not be inaccurate but must reflect business conditions in the territory.
3. Must consider both sales and services to be rendered to customers and emphasize on them.
4. Must not be too high for a product that is too hard to sell.
5. Must not be fixed deliberately to keep compensation to salesmen low.
Rosembloom (1983:308-309) concluded that, sales quotas, if used properly, offers a method for
improving promotional support. The key to using quotas properly, however, lies in the context in
which they are presented. If they are presented in a coercive fashion, they may produce ill will
and conflict rather than support (that is, if the company sets a quota without consulting with the
salesmen and then holds the quota up as something to be attained-or else). These quotas are
closely related to market penetration goals. Quota in a coercive form amount to role overload
which, according to Brown (2005:20), may outstrip the salespersons perceived resources of

47
time, energy, and effort to perform. Such perceptions can be demotivating and undermine selfregulatory effectiveness.
2.7.5

Communication
Communication is the process of transferring information from one person to the other
(Obi,2003:20). Dubrin (1990:325) sees it as the process of exchanging information by use of
words, letters, symbols, or non verbal behaviour. It is a glue that holds organization together.
Many have viewed it differently. To some, it denotes the means or mass media of passing
information as telephone, Television, telegraph. To others, it has to do with the channels of
communication in the organization. Communication is a vital component of the administrative
process such as in the planning and decision making. Many problems arise in the organizations
due to insufficient flow of information. Communication is usually a two-way process. It can be
downward communication which flows from people at higher levels (command group) to those
at lower levels (task group) in the organization. This type ensures authoritarianism, a situation
where those in power dictate the terms and subordinate are not allowed to say anything.
Downward communication may be oral or written. Oral includes instructions, lectures, speeches,
meetings, use of telephone, loudspeakers etc. written include memoranda letters, handbooks,
pamphlets, schools, newspapers, periodicals, bulletin, bill boards, etc.
A special communications problems exists which goes beyond accessibility by telephone, telex
or fax, or on-line computer access. The sales man or woman is usually operating at a distance
from headquarters or sales territory and in spite of the marvels of modern communications
including car and mobile telephones, that person remains an isolated individual. Regular weekly
and monthly sales reports are a standard form of inward communication, often coupled with online computerized stock control, stock ordering and sales/stores forecasting. Outward
communication can adapt old and new media to serve special staff relations needs of the sales
force. Among these are sales bulletins, audio cassettes, videos, electronic mail and
teleconferencing.
Ten kinds of information can be communicated:
1. Information about new products, special offers, new packs, new prices, stock levels, delivery
times. The MTN Nigeria is regular with special offers and new product offers. Stock levels

48
maintained by the customers (distributors) are constantly checked by Guinness Nigeria Plc to
ensure a slim margin between the companys warehouse content and that of the distributors.
2. Details of forthcoming advertising campaigns and sales promotion scheme, or the availability
of new display material. The sales force of Guinness Nigeria Plc normally undertake this
kind of communication to rekindle the interests and expectations of their customers.
3. Explanations of the annual report and accounts..
4. Input or feedback of ideas and suggestion from salesmen.
5. Company news of interest to salesmen
6. News of staff appointments
7. Announcements of staff promotions, contests, incentive scheme, awards and prizes.
8. Stock levels and customer records from the central computer
9. Details of legislation affecting the industry or salesmen personally
10. Training programmes.
The communication process involves many elements, all of which are subject to interference, or
noise. The process begins with a sender. The sender permeates the message, encodes it, and then
transmits it over a channel to a receiver. In successful communication, the receiver decoded the
message and understands it and then acts on it. Feedback occurs when the receiver sends a
message back to the sender.

Boyd and Walker (1990:628) explained that the salesperson

communicate with only one potential customer at a time and tailors the message to that
customers unique needs and interests. Effective communication requires the seven signposts
for successful communication which, according to Osuala and Okeke (2006:130), include clarity,
completeness, conciseness, correctness, courtesy, and consideration (otherwise known as the
seven Cs of successful communication).
As shown in the figure below, communication originates from the source (marketer/seller or
buyer/receiver) whose effectiveness depends upon his/her communication skills, attitude,
knowledge, social and cultural background. According to Onah and Thomas (2004:257), the
communicator/sender/source always look for ways and means (channels) of making
himself/herself understood by selecting and arranging the words to be used in the message (idea,
information, etc) which is expected to be persuasive and effective enough to arouse attention,
stimulate interest, generate desire and motivate action (the AIDA principle). The receiver of the

49
message decodes or interprets within the framework of his/her experience or reference, and then
responds in form of either negative or positive feedback.
Fig. 2.3: Basic Communication Process
Source
(Seller)

Encoder

Message
Channel

Decoder

Receiver
(Buyer)

FEEDBACK
Source: Onah, J. O. and Thomas, M. J. (2004:256), Marketing Management: Strategies and
Cases, Enugu, Institute for Development Studies, 2nd Edition.
Because feedback is immediate in this personal selling process, the salesperson often knows
when a particular sales approach is not working and can switch to a different tack. In the
communication process, salespeople can transmit more complex and larger amounts of
information than with other communication tools, example, advertising, sales promotion,
publicity and public relations and because the salesperson is likely to call on the same customer
many times. The sales representative can devote a great deal of time to educating that customer
about the advantages and feature of a product or a service. That is why Hair (2010:1) et al
opined that, because of advances in telecommunications, technology and the traditional roles of
sales managers is evolving towards managing sales people across multiple channels that contact
and service customers through a variety of methods
Barriers can, however, exist at every stage in the communication process.

According to

Uchehara (2010:36), a number of interpersonal and intrapersonal barriers help to explain why the
message decoded by a receiver is often different from that which the sender intended. These
barriers she opined distort communication, and include semantics (choice of words), status
difference, use of technical jargons, lack of sound objectives, faulty organizational structure,
communication, filtering, gender bias, etc. These barriers must be identified and an appropriate
remedial strategy selected and applied quite timely have the objectives of the communication
and the desired response clear in your; choose a language or language combination such as word,
picture, symbol, nonverbal expression, etc most suitable for your situation; structure the ideas
logically when encoding the message; select the most appropriate medium e.g. letter, telephone

50
call, meeting, etc; and receive the desired feedback.

Effective communication skill helps to

overcome communication barriers and can enhance a persons career. Communication skills
comprise four modes: face-to-face, listening, non-verbal and writing. MTN Nigeria sometimes
detect barriers in their cable network or message channel, follow it up by giving some-days
notice of difficult reception and then effect repairs
2.7.6 Promotion
Promotion is strong motivator or a step to motivator. Promotion can be defined as any form of
communication employed by a firm to inform, persuade or remind its actual and/or potential
customers about itself, its products, image, ideas, and activities in the community (Olakunori and
Ejionueme, 1997:99). Most sales managers consider opportunities for promotions and
advancement next to financial incentives as an effective sale force motivator. This situation is
particularly true with young, well-educated sales people who tend to view their jobs as stepping
stones to top management. But if one stays in a firm for a long time without achieving the
envisaged promotion, he might be disillusioned and consequently become disenchanted.
However, to nib this problem at the bud, firms have endeavoured to institute two different career
paths for sales people. While one leads to management positions for more dynamic and articulate
sales people, this is the case in MTN Nigeria where the sales representatives deal directly and
successfully with the sale centers (distributors). The other career path for sales people leads to
more advanced positions within the sales force involving responsibility for dealing with key
accounts or leading sales teams as in Guinness Nigeria Plc. Therefore, this second alternate still
provides the opportunity for a sales person to work towards more prestigious and lucrative
position within the sales force. To ensure that these advanced sales positions are attractive as
promotions, many firms provide sales people in positions with additional incentives such as
higher compensation, a better office car and better office facilities (Olakunori Olakunle 1999:
343). The numerous cars and vans used by Guinness sales force not only motivate but also boost
the image of the company and helping the sales force recognition by the customers.
2.7.7

Advertising
Advertising is any form of paid non-personal presentation of a product or idea by an identified or
known sponsor (Olakunori, 1999:353). The message (known as advertisement) may be oral or
visual. It is normally paid-for by the sponsor. The most popular media for advertising in Nigeria

51
are radio, television, newspapers, magazines, billboards and journals. Because each of these
media normally appeals to a large number of people, advertising usually appeals to a mass
audience. Though the total cost of advertising is usually high, unit (per contact) cost is very
small. This is because of its ability to reach large number of people within a large geographical
space within a short time. The major problem of advertising is that it has a large wasted
audience. It also does not lead to the immediate purchase of goods and services. For advertising
to be successful, a suitable medium must be chosen and the message must be chosen, coined, and
presented in such a way that it will give the right impression on the target audience.
2.7.8

Public Relations
Public relations can be defined as any form of deliberate, planned effort by an organization to
influence some groups attitude or opinion toward that organization and its activities in the
society. The target market of the public relations effort of an organization may be any given
public, such as customers, government agencies, suppliers, distributors, shareholders, the
money market, and the people living near it (Goodrich, Gildea, and Cavanaugh, 1973:53-57). It
is clear that the public relations effort or campaign is always an indirect one, unlike that of
advertising, personal selling and sales-promotion, which see to motivate prospects directly.
Hence, public relations is popularly called a psychology coated advertising pill. Public
relations can employ a personal or mass communication means to carry out its activities.

2.7.9

Publicity
Publicity entails the performance of activities that would enable an organization to obtain a free
but commercially significant news presentation or the favourable mentioning of an organization,
its products, or activities (whether social or commercial) in a printed or electronic medium, such
as radio, television, or newspapers. Publicity is often confused with advertising and public
relations. It needs be understood that while advertising is paid for and has an identified sponsor,
publicity is free and the sponsor may not be known. Additionally, while advertising tries to
influence demand directly boldface, publicity tries to influence it indirectly (Evans and Berman,
1985:451-453). Publicity is much different from public relations. Publicity essentially relies on
the mass media while public relations can use either of the personal or mass communication
channels. Publicity is free while public relations is paid for. MTN mostly use publicity and has
succeeded.

52
2.7.10 Sales Promotion
Sales promotion is concerned with the offering of short-term incentives to prospects in order to
make them buy specific goods and services. Examples of such incentives are free samples,
bargain prices, free extra quantities, free services, merchandising support, contests, trade
fairs/shows, premium, and trading coupons, among numerous others.
Sales promotion is practiced in Nigeria mainly in Guinness Plc and MTN but some of them are
abusing the tool. They (MTN) at times give out bonus to customers but take it back when calls
are made by charging a very high amount. Guinness Nig plc can give out some free gifts like
pen, T-shirt, face cap etc but sells the product at a very exorbitant prize. There is also the
problem of over-doing sales promotion that is becoming very rampant among the few companies
that use the tool in the country. That is why the bottling company channel its sales promotional
incentives into product improvement instead of offering them to customers all year round.

2.8

The Sales Force: Traits And Quality

A companys sales force comprises the employees of the company whose sole responsibility is to
sell the companys product. Apart from the selling tasks, the sales force also have some other
binding duties to executive in order to see that the organization survives. These tasks are for sure
fundamental and their fundamental nature because more evident by the popular saying that
every economy is empowered by sales. In other words, if there are no sales, there would be no
production thus, the role of the sales force becomes more prominent and odious in a recessive
economy like Nigeria, because the job of persuading potential buyers to purchase companys
product becomes more tedious every day. Then, in the prevailing circumstances, if the sales
person fail to make sales, this would spell doom for the organization as the stock will continually
pile up and will definitely force other organizational process to grind to standstill. When the
ability to persuade customers to absurd what the company make falls below the companys
ability to make it, industry stumbles in a weather of its own output.
Sales personnel usually operate at a distance from headquarters, unless there is only a local force,
as with a regional newspaper or a department store with only one building (Frank,1992:70).
Mostly, salesmen and women are scattered throughout the country. To bring salesmen together

53
for a head office, regional, national or international conference has strengths and weaknesses
which have to be reconciled.
a. Strengths: The sales force is seen as a united group of people, and not as isolated individuals.
They have the opportunity of meeting each other, and of meeting management and head
office executives. There is a consolidated presentation of policy and unified acceptance of it.
It is therefore a means of welding the sales force into one force with common aims, using
communications techniques to do so.
b. Weaknesses: Any conference, large or small is costly. It takes sales personnel away from
their jobs, interrupting their routines such as journey cycles and sales targets. As a form of
marketing communications, the sales conference has to be seen from these conflicting points
of view. These are both economic and emotional. The event can be an investment in efficient
selling, or a disaster in staff relations.
2.8.1

Objectives of Sales Force

The sales force is uniquely the life-wire of any industrial and even non-industrial organization.
The major objectives which companies map out for the sales force to achieve either individually
or as a team are:
1. Prospecting: Entails the search for and cultivation of customers.
2. Communicating: The sales force should communicate information about the companys
product back to the management, thereby forming a link between company and her numerous
customers.
3. Selling: The sales force skilfully disposes off the companys product which normally gives
vent to various technicalities involved in the act of salesmanship viz, approaching,
presenting, answering objective and choosing the sales.
4. Information gathering: It calls for carrying out market research and intelligence work, and
filing call report.
5. Allocation for resources and rendering of services.
Gluek (1976:148) concluded that it is important that companies facilitate their marketing tasks.
The sales force may be classified in terms of whether they are contractual or direct. The
contractual sales force are made up of sales agents, sales representatives or companys brokers
who receive mainly commissions depending on their sales. Sales force generally consists of full

54
or part time paid employee of a companys product but to carry out such other sales related
operations. The direct sales force could further be divided as follows:a. Inside salesman
b. Field salesman
The business of inside salesman is confined within the office. They receive and supply all order
that come direct to the company and they keep in touch with the customers through telephone
calls and in writing etc. The field salesmen travel and visit customers to receive order and make
supplies, etc. Onah and Thomas (2004:302) classified the sales force into various levels shown
in the figure below.

However, whatever may be the caliber of the sales force, one thing

important is that they need some considerable high creative skill in order to function effectively
and successfully. Sales force perform sales work but in varied levels and degrees depending on
their relationship with the enterprise. Here, focus is on manufacturers and services salespeople.
Fig. 2.4:

Types of Sales People

Sellers

Paid Employees

Self Employed

Unpaid Employees

Shop Keepers

Market
Traders

Manufacturers
Salesmen

Service Salesmen

Distributors
Salesmen

Hawker

Children of the Owner

House Wife

Husband,
Brothers
or Relations

Retail
Salesmen

Source: Onah, J. O. and Thomas, M. J. (2004:302), Marketing Management: Strategies

and Cases, Enugu, Institute of Development Studies, 2nd Edition.
As salespeople are categorized above, so do people differ in what motivates them. Sales managers must
therefore identify the individual needs of their sales personnel. They must learn how to use the various

55
forms of sales incentives and compensation to meeting these individual needs. There is much confusion
and controversy about how to motivate salespeople. Traditionally, money has been the primary method,
and financial rewards are still important. Money is the determinant of a salespersons purchasing power,
it is a symbol of status, and it is an indication of equitable treatment. However, some salespeople are
motivated by other rewards. It is up to the sales manager to determine the appropriate incentives,
including monetary rewards for each salesperson. Major forms of sales incentives, financial or direct
monetary payments (salaries, commissions, bonuses, medical insurance, child care assistance, etc) and
nonfinancial incentives or nonmonetary techniques (recognition, sales contests, sales meetings and
conventions) are blended following changes in selling which have led to changes in sales incentives and
compensation. Cespedes (1990) added that the current selling environment places an emphasis on tying
a firms strategic goals to sales compensation. Combination plans are a way in which companies
encourage their sales forces to focus not only on making sales quotas but also on achieving less
quantitative objectives, such as customer service. Global

sales, team selling, national account

management, services selling and selling in new businesses, along with fringe benefits for salespeople
are just a few of the areas in which innovative approaches are being taken.
Darmon (2004) measuring sales force motivation applied Vrooms Expectancy Theory, stating that
employee job performance (P) is a function of the product of motivation (M) and ability (A): P=f(M.A).
in addition, an employees motivation (M) is assumed to be a function of the product of the valence of
performance outcome or performance goal i (Vi) and the expectancy (Ei) or subjective probability that
his/her efforts will result in the achievement of this goal: M=f(Vi.Ei). A performance level is
hypothesized to acquire positive or negative valence depending on whether an employee perceives it as
leading to or hindering desired job-related outcomes (such as financial rewards). This perception of the
degree to which performance goal I will lead to the attainment of job-related outcome j is called the
instrumentality (Iij) of performance level i for outcome j: N Vi=f[(vj.Iij)], j=1
where N is the number of all relevant job outcomes, valence v is positive if the outcome is desirable,
negative means it is undesirable, and zero if the subject is indifferent. As a result, individuals are
assumed to select among a set of possible actions the alternative that they expect to bring them the
highest value or utility. An example of application of expectancy theory to a given salesperson is
provided in the figure and corresponding table below.

56
Fig. 2. 5: Application of Vrooms Expectance Theory
Expectancies
(Eii=1,8)
ACTIVITY

Instrumentalities
(Iik,1=1,8, k=1,4)

POSITIVE PERFORMANCE
OUTCOMES

POSITIVE JOB-RELATED
OUTCOMES

E1

Immediate sales volume

Higher commissions

E2

Higher market penetration

E3
E4
E5
{Selling
{Activity

More profits from territory

Sales objective met or passed

vk
VALENCES

v1

Positive evaluation by
supervisors (towards promotion)

v2

Self-fulfilment

v3

Own visibility in the sales force

Social recognition
Valence of positive outcomes: V1=k(vk.Iik)
________________________________________________________________________
NEGATIVE PERFORMANCE
OUTCOMES

NEGATIVE JOB-RELATED
OUTCOMES

v4

VALENCE

E6

Not enough time to

Cultivate prospects
(few new accounts)

Negative evaluation by
supervisors
(towards promotion)

-v5

E7

Not enough time to service

Clients (dissatisfied clients)

Stress

-v6

More tense family life

-v7

Effort/fatigue

-v8

E8

Necessity to work harder

Valence of negative outcomes: Vj = -1(v1.Ij1)

Salespersons motivation for selling:

M = i Ei Vi - j Ej Vj = i Ei [k vk Iik] -j Ej [1 vI IjI]
Individuals (salespersons) are assumed to select among a set of possible actions the alternatives that they expect to
bring them the highest value or utility. An illustration on two hypothetical salespersons is shown below with both
salespersons having the same instrumentalities, expectancies and valences for positive job-related outcomes. They
differ only in terms of their valences for the negative job-related outcomes of their activities.

57
Table 2.3: Numerical Example of Motivation Measurement According to Expectancy Theory
Expectancies
Instrumentalities
Salespersons 1 and 2
E1 = 0.8
E2 = 0.6
E3 = 0.7
E4 = 0.5
E5 = 0.2
E6 = 0.9
E7 = 0.8
E 8= 0.5

Salesperson 1

I11 = 1.0
I12 = 0.5
I22 = 0.4
I32 = 0.6
I42 = 0.8
I43 = 1.0
I53 = 0.5
I54 = 0.4
I65 = 0.9
I75 = 0.8
I76 = 0.5
I86 = 0.8
I87 = 0.5
I88 = 1

i Ei [k vk Iik] =
j Ej [I1 vI IjI] =
M =

Valences
Salesperson 2

v1 = 9
v2 = 8
v3 = 5
v4 = 4
v5= -2
v6 = -3
v7 = -1
v8 = -4

v1 = 9
v2 = 8
v3 = 5
v4 = 4
v5 = -7
v6 = -5
v7 = -2
v8 = -4

22.20
7.55
14.65

22.20
16.65
5.55________

From the above, the two salespersons can be sufficiently alike to allow for interpersonal comparisons of their
utilities, not surprisingly, according to expectancy theory, Salesperson 1 obtains a higher motivation score (14.65)
than salesperson 2 (5.55). so motivational incentives do not motivate all sales force the same way.

2.8.2

Sales Force Traits

Successful companies have certain personality traits in common traits which contribute much to
the well- being of the economic society. The traits are
1. They have the self-confidence to work independently, work hard, and understand that risk
taking is part of the equation for success.
2. They have organizational ability, can set goals that are result oriented, and take responsibility
for the results of their endeavours - good or bad.
3. They are creative and seek an outlet for that creativity in entrepreneurship.
4. They enjoy challenges and find personal fulfilment in seeing their ideas through to
completion, (Steinhoff and Burgess 1993:37).
Whether starting a new business or managing an established firm, company manager must:
1. Identify a goal that seems achievable.
2. Be willing to risk time and money, realizing that everything may be lost if the business fails.

58
3. Have confidence in their ability to plan, organize and follow through.
4. Be committed to hard work and long hours, and the sense of urgency that is necessary for the
companys success.
5. Be creative and confident in developing good relationships with customers, employees,
suppliers, bankers, government officials, and others who will have an impact on the business.
6. Accept the challenge of working alone and assuming full responsibility for success or failure.
The diagram below illustrates the characteristics needed for companys success: Each is
important in constructing a successful business.
Table 2.4: Characteristics of Companies Success
SUCCESS

Entrepreneur

Take responsibility for success or failure

Develop relationships with customers,
employees, Suppliers, others
Work hard with a sense of urgency
Plan, organize, follow through
Be willing to risk time and money
Have a business goal or vision

Source: Steinhoff and Burgess (1993: 38) Small Business Management Fundamental,
New York, McGraw Hill, International Editions.
2.8.3 Sales Force Quality
Quality is critical to staying competitive. A company must stress continual quality
improvement, as do the excellent large corporation and develop programs to guarantee its
achievement. Quality must be managed at every stage. Many factors can affect the overall
quality of goods and services produced by the company. The factors affecting quality includes:
a. Management strategies and direction.
b. Employee attention and commitment to quality.
c. The process.
d. Facilities and equipment used.
e. The kinds of raw materials and supplies and vendor relationships.

59
Management is perhaps the most important factor, because managers develop the strategies for
quality and see that they are implemented and controlled. Employees too play a critical role by
giving attention and care to the production and operations efforts. Even the process itself - the
facilities and equipment used can have an effect on quality. Raw materials and supplies, and the
vendors who provide them, also play a major role.

2.9.1

Productivity And Organisational Performance

According to Dubrin (1990:292) Productivity is the ratio of input to output, with attention paid to
quality while performance is a more general term, and it refers to the quality and quantity of
work produced. Think positively and you will achieve your goals. Productivity is a measure of
output from a production process, per unit of input, for e.g. labour productivity is typically
measured as a ratio of output per labour hour of an input. It can also be conceived as a metric of
the technical or engineering efficiency of production (en.wikipedia.org/wiki/productivity). It is
measured as GDP per hour worked. Productivity, in the aggregate can be calculated by dividing
national income by total paid employee-hours in the private economy. This concept has become
a major issue, largely because of publicity generated by the mass media, academic discussions
and research the related soul searching by organizational executives and managers. The
managers responsibility for maintaining satisfactory level of productivity cut across many
managerial functions and roles. Almost every action taken by a manager should directly or
indirectly improve productivity, especially if productivity is regarded as the amount of useful
work accomplished in relation to the amount of resources consumed.
What can managers in MTN Nigeria and GUINNESS Nigeria Plc do about maintaining or
increasing sales force performance and companys overall productivity? Managers are
responsible for ensuring that the employees reporting to them are working productively. One set
of strategies for this is for managers to do what they can to provide the best facilities, equipment,
processes, and techniques for accomplishing the job, set target or quota. Another broad set of
management strategies for achieving satisfactory levels of performance is to encourage the sales
force and other subordinates to want to be productive members of the team. Some management
experts and executives think the proper management of people contributes more to productivity
than does improved machinery and processes.

60
2.9.2

Sales Force performance in MTN

1. They develop project plans for every project in consultation with operational units.
2. They provide management support to operational units where required.
3. They provide management/support for upgrades to existing facilities.
4. They collate weekly project data from operational units and present report to management.
5. They provide support for activities and act as interface between the customers and the
management.
6. They attract and retain strong talent through clear development of objectives, competency
development, coaching and incentivizing.
7. Act as a role model and collaborate to promote the values and objectives in the sales
organizations.
8. Interact extensively with trade and market team to ensure feedback from customers and
knowledge of the market place is gathered, analyzed, discussed and auctioned.

2.9.3 Sales Force Performance in Guinness Nigeria Plc.

1. They influence, inspire and drive performance across the distributors nationwide
2. They ensure that their scheme within the area is fully deployed and maintained.
3. They ensure contact with all key Distributors.
4. They hold regular business reviews with key distributors focusing on growth drivers and delivery
against distributors platform for growth program.
5. They identify training and build sales capability to ensure a talent pipeline.
6. They ensure brilliant execution of customer marketing/marketing promotional activities by
ensuring the right outlets are selected.
7. They give constant review of what is working and on time full delivery of reports.
8. Implement commercial incentive programme to incentivize and drive performance behaviour.
9. Monitor progress and give frequent feedback to trade.

2.9.4 The Difference in The Sale Of Physical Product And Service Product
There are many differences in marketing a tangible product compared to a service (Ruchwa
1981:139). The differences are :
1. A product is generally something, an object which the consumer can touch while services are
more or less based on creating an end result.

61
2. Guarantee - it is harder to guarantee a service, while it is fairly easy to guarantee a physical
product.
3. Cost pricing product (goods) is easier than pricing services. One MTN seller, for instance,
may charge N25.00 for the service of making a call while another may charge N20.00 for the
same call, but not same in Guinness product. The product has a more uniformed pricing. Service
is more of psychological marketing in nature.
4.

Service marketing is tougher since you are selling an intangible thing to an individual and since
the customer cannot view it, therefore it gets difficult to convince him to buy. However, product
marketing customer can touch the product and it gets easier for you to convince the customer to
buy your product.

2.9.5

Performance and Productivity Measurement

Productiveness is the quality of being productive or having the power to produce. Productivity is
the effectiveness in productive effort, especially in industry as measured in terms of the rate of
output per unit of input, (wordnetweb.princetom.Edu/perl/webwm). Product measurement is one
of the important managerial functions of industrial engineering department in companies. It
facilitates planning and controlling of productivity level (Greg C. E and C. R. Harris 1973:13).
Production is a process of combining various material inputs and immaterial inputs (plant knowhow) in order to make something for consumption (the input). The methods of combining the
inputs of production in the process of making output are called technology which can be depicted
mathematically by the production function which describes the relation between input and
output. The production function can be used as a measure of relative performance when
comparing technologies.
The production function is a simple description of the mechanism of economic growth.
Economic growth is as any production increase of a business or nation (whatever you are
measuring). It is usually expressed as an annual growth of the % depicting growth of the
company output (per entity) or the national product (per nation). Real economic growth (as
opposed to inflation) consists of two components. These components are an increase in
production input and an increase in productivity.

62
Accordingly, an increase in productivity is characterized by a shift of the production function
and a consequent change to the output/input relation. The formula of total productivity is
normally written as:- Total productivity = output quantity/input quantity
According to this formula, changes in input and output have to be measured inclusive of both
quantitative and qualitative changes. In practice, quantitative and qualitative changes take place
when relative quantities and relative prices of different inputs and output factors alter. In order
to accentuate qualitative changes in output and input, the formula of total productivity shall be
written as follows:

2.9.6

Total productivity = output quality and quantity/input quality and quantity

The Relationship Of Motivation To Productivity And Performance

A strong motivation almost leads to high productivity and performance. Motivation is but one
important contributor to productivity and performance. Abilities, skills, and the right equipment
are also indispensable. The relationship between motivation and performance is shown below.

Fig. 2.6 : Motivation and Ability Contribute to Performance

Motivation

Ability

Skill

Performance

Role Clarity
Technology

Source: Dubrin, A. J. (1990:293) Essentials of Management, Ohio, 2nd Edition

Motivation And Ability Contribute To Performance
It can also be expressed by the relationship, P = M x A, where p refers to performance, M
Motivation and A- Ability. Skill, technology and role clarity contribute to ability. For instance, if
you are skilled at using a computer and have the right hardware and software, you can perform a
spreadsheet analysis. Role clarity is knowledge about what performance is required of the
employee. It is clearness of ones role in the organization. Information about role clarity must
come from the organization. Role clarity contributes to performance directly. It is difficult to
perform well if you are not sure of what you should be doing. The manager contributes to
performance by motivating group members by improving their ability, and increasing role
clarity. Many organizations attempt to increase motivation and productivity through a companywide plan of linking incentive pay to increases in performance.

63
2.9.7

Performance And Productivity As A Goal Of Business

Increase performance and productivity is assumed to be a primary goal of business. Sociologists
view these as stable operations, harmonious management of social system, as the task of
management while economists see efficient management of productive resources as the end.
Individual firms must judge the efficiency of firms in terms of human cost of happiness and
health. Organizational effectiveness is based on the extent to which an organizations social
system, fulfil its objective without incapacitating its members criteria for effectiveness, they use
not only organizational productivity, but also organizational flexibility and absence of
organizational strain or tension. Some write higher profit as the goal of business. This is
normally the financial goal of business and productivity plays a major role in the determination
of profit. A firm in a monopoly or unusually favourable market position could increase profits.
Increased productivity is considered the bulls eye of the target. Greater productivity depends or
is determined by the technical factors (technological development, raw materials, job layout and
methods) and human factors (employees job performance).

2.10 Leadership Styles and Sales Force Performance

Leadership is a factor in the managerial function of directory that gives direction and purpose to
communication and motivation for organizational performance. It combines and utilizes with
men to achieve organizational objectives. Leadership on the other hand, is a narrower activity, it
is a tool of management, a technique for influencing the people in an organization (Belasco et al
1981:139). Leadership is the ability to influence workers, employees, other managers, and even
customers for the good of the organization. Entrepreneurs with positive leadership styles and
attributes tend to get good results. They use their authority to motivate, inspire, and instruct
others and to bring about actions favourable to the firm. Smith (1980) define Leadership as a
process of influencing others towards the achievement of the organization objectives.
Tannenbaum (1959:103) sees Leadership as interpersonal influence exercised in situation and
directed, through the communication process toward the attainment of a specialized goal or
goals. Nwankwo (1982:118) speaks of leadership as concerning with the initiation,
organization and direction of the actions of the members of a group in a specific situation
towards the achievement of the objectives of the group. A firms survival, depends upon how

64
employees respond to the challenges they face. Businesses with untrained high-quality,
productive employees have many advantages over competitors with untrained and unmotivated
workers. Stiff competition, both from local businesses with better educated management and
from broadening international firms with cost advantages, makes higher productivity from each
worker increasingly important.
The behavioural science approach to the understanding of the functioning of leadership also
touches on leadership styles. The styles are various approaches to carrying out leadership
functions, of motivating and integrating. Without leadership, organization would be comprised of
uncoordinated groups of people lacking unity and direction. Leaders lead by example, by
offering coaching and support, and by fostering achievement and providing recognition. Each
technique contributes to greater performance of the workforce and companys productivity, and
ultimately, to higher customer satisfaction and positive business results. Leaders/Managers alone
cannot do the magic of delivering the goods in the organization without the positive
contribution of the subordinated staff group like the sales force. Most leadership styles falls into
one of three broad categories:1. Autocratic Leadership: Autocratic managers command and expect employees to follow
through with little feedback. They use a strict punishment and reward system, and usually
make decisions without much input from employees.
2. Democratic or Participative Leadership: The democratic manager seeks out feedback from
employees and staff when making decisions. Some allow decisions to be made collectively,
while others make individual decisions after listening to the input of employees.
3. Low-key Leadership: Low-key managers give workers a high degree of choice. They attempt
to select top-quality individuals, give them a solid understanding of what is expected, and
then let the workers do what they were hired to do. This style works best when employees
have a common vision and a strong understanding of company goals.
Regardless of management or leadership style, good employees are clearly a firms most
valuable asset. Many customers are turned off and do not come back to a business whose
employees have been discourteous or incompetent or have otherwise made a bad impression. It is
much easier to lose established customers than to gain new ones. Customers are lifeblood of any
business, essential to the firms profit objectives. Even employees who are not in contact with

65
customers contribute much to keeping the entire organization efficiently and able to render
proper service.
2.11 Interrelationship Of Motivation, Control Systems, Compensation And Sales Force
Performance
In efforts to increase sales force productivity, management must motivate salespeople to pursue
specific, challenging goals that benefit the organization. Generally, this translates into the
challenge of assuring that salespeoples personal goals are appropriately aligned with
organizational objectives. Although sales force motivation research has drawn on a variety of
conceptual perspectives, the most prominent of these rely, at least implicitly, on the role of
personal goals.

Gollwitzer (1996) in Brown (2005:1) refer to personal goals as directors of

action and consider them the most elemental units of the psychology of motivation. As such,
goals constitute a useful nexus for the study of salesperson motivation in relation to control
systems and compensation. Sales force control systems, metrics, and compensation can be
viewed as organizational resources for aligning personal goals with firm objectives. Kotler and
Keller (2007:718) stated that sales force efficiency required the sales managers to monitor the
following key indicators of efficiency in their territories:

Average number of calls per sales force per day

Average sales call time per contact

Average revenue per sales call

Average cost per sales call

Entertainment cost per sales call

Chapman (2010:1) observed that motivation of sales people focus on sales results, and what
matters in achieving results is peoples attitude and activity and the areas of opportunity on
which the attitude and activity are directed. Sales force efficiency is generally enhanced through
adequate and proper motivation. Sales force, according to Onah and Thomas (2004:343), needs
motivation to be productive and for them to achieve high productivity, a firm must have good
compensation plan which must consist if economic and psychic units, that is, total reward =
monetary pay-off + psychic pay-off. The most popular forms of compensation suggested
are:- salary, straight commission, salary plus commission, salary plus commission plus bonus,
salary plus bonus and non-cash incentives.

66
Goals consist of individuals cognitive representations of desired future outcomes and
circumstances. The centrality of personal goals to work motivation is highlighted in goal theory
and implicit in both expectancy theory, and personality-based research (Bagozzi 1980). Goal
theory maintains that specific challenging goals lead to high performance when individuals are
committed to them, whereas expectancy theory holds that individuals pursue action that lead to
valued rewards triggered by goal attainment, (Vroom 1964). Personality approaches posit that
individuals who are high in particular traits, examples competitiveness, conscientiousness, etc,
tend to pursue achievement goals consistent with organizational objectives.

The

conceptualizations are consistent in maintaining that visualizations of desired outcomes motivate

exertion of effort with specific directions, with sufficient intensity over time to achieve these
outcomes and the material, social, and psychological rewards that accrue from them. Beyond the
commonality of goals as an underlying principle, these conceptual perspectives suggest different
implications for management in its effort to increase sales force motivation and productivity.
The implications of goal theory focus on motivating salespeople to set challenging personal
goals in line with organizational objectives, and on fostering commitment to these goals. In the
evolving sales environment, it is important to understand the types of metrics needed to calibrate
these goals appropriately, and how these are changing in adaptation to the environment. In other
words, goal content is an important issue that has received relatively little attention. It is also
important to consider goal systems or sets of multiple goals from the perspective of how many
and what types of goals salespeople can reasonably be expected to attain. Expectancy theory
primarily involve the specification of high-order rewards that salespeople find attractive enough
to motivate effort. The association of such rewards with specific behaviours and performance
levels and outcomes is the central concern of research and practice in control systems and
compensation.
The emphasis here, Anderson and Oliver (1987) stated, is on the relative attractiveness and
motivational power of different goals and rewards. According to the theory, these can be
directly affected by managing control systems and compensation. Finally, personality-based
approaches suggest guidelines for salesperson selection by indicating personal characteristics
that predispose individuals to pursue goals valued by the organization and to persevere through
adversity to goal attainment.

67
2.12 Summary
Motivation provides a stimulus to encourage workers performance and greater involvement in
business success. It is an internal state that leads to the pursuit of objectives. From the standpoint
of manager, motivation is an activity carried on to get them to achieve results. Motivation is an
important contributor to productivity and performance. Other important contributors are abilities,
skills and technology. Much motivation can come as employees are encouraged to grow in their
jobs through education, training, supervision and experience. The sales force will not generally
and sustainably improve their performance and productivity of attitude when they are shouted at
or given a kick up the backside.

They will on the other hand generally improve their

performance if empowered to develop their own strategic capability and responsibility within the
organization. Herzberg, Maslow, McGregor, and every other management and motivational
expert confirm this.

Among the most important factors used to motivate employees are

appreciation of work effort, communication of goals and objectives, positive system of rewards.
Maslows need hierarchy states that people strive to become self actualized. Before higher-level
needs must be satisfied. Supervision is involved to monitor employee effort in relation to
predetermined objectives, positive supervision techniques seek to improve output while
encouraging employees to operate as members of a business team. Managers carry out their
functions through the process of communication.

The quality of leadership is known to

influence organizational performance if carried out by a good manager. Effective managers need
good administrative skills, strong work motivation, vision, etc. Good managers should help
manage change, discuss the changes with employees, encourage participation and place
adaptable people in key spots. Sales managers, sales supervisors and team leaders should think
about what really motivates and excites people, and focus on offering these opportunities to sales
people and sales teams, on an ongoing basis, not waiting until the company go 25% behind target
with only half of the year remaining, and with targets set to increase as well in the final quarter.

68

References
Adeleke, P. (1983), Business times. August 15th, Monday. P.14.
Agulanna, G. G. and Nwachukwu, F. J. (2004), Psychology of Learning: Putting Theory
into Practice, Owerri, Career Publishers, Second Edition.
Agwu, A. (1993), Management: An Introduction And The Nigerian Perspective
Enugu, Precision Printers and Publishers.
Albers Sonke (2002), Sales Force Management Compensation, Motivation,
Selection and Training in Handbook of Marketing, Barton, Weitz and Wensley,
Thousand Oaks CA: Sage, 248-256.
Anderson E. and Oliver R. L. (1987), Perspectives on Behaviour-Based Versus
Outcome-Based Sales Force Control System, Journal of Marketing, 51,
(October), 76-88.
Bagozzi, R. P. (1980), Performance and Satisfaction in Industrial Sales Force:
An Examination of the Antecedents and Simultaneity, Journal of Marketing,
44 (Spring), pp 65-77.
Bandura, Dalbir, Jane, and Stewart (1971), Motivation, 2nd Ed. Middle Sex: Penguin.
Pp 11-13.
Barry, W. J. and Porker, H. (1981), Effective Sales Incentive Compensation.
New York, McGraw Hill Book Company.
Basu, A. K, Rajiv Lal, V.S. and Richard, S. (1985), Sales Force Compensation
Plans: An Agency Theoretic Perspective, Marketing Science, 4 (Fall),
267-291.
Belasco, James A., Hampton, David R. and Price Karl F. (1981), Management
Today, New York, John Wiley and Sons.

Boyd, H.W. Jr and Walker, O. C. (1990), Marketing Management: A Strategice Approach,

Boston, International Students Edition.
Brager, G. (1969), Commitments and Conflict in a Normative Organisation.
American Sociological Review (34).
Brown Steven P. (2005), Adapting Motivation, Control And Compensation
Research To A New Environment, Journal Of Personal Selling & Sales
Management, Tuesday March 22.
Chapman, A. (2010), Motivational Theory, www.businessballs.com

69
Chung, K. H. (1977), Motivational Theories and Practices. Ohio, Grid.
Churchil, Gilbert A. Jr., Ford, Neil M., and Walker Orville C. Jr. (1976),
Organisational Climate and Job Satisfaction in the Salesforce Journal of
Marketing Research. November 1976, No. 13, pp 323-332.
Dabae T. D. (1978), A Steel Worker Talks Motivation in Industry in W. J.
Duncan: Organisational Behaviour. Boston, Houghton Mifflin Company.
Dubrin, J. A. (1990), Essentials of Management. South Africa, Western Publishing
Company.
En.wikipedia.org/wiki/productivity
Esele, P, (2011), A Good Leader Has No Monopoly Of Knowledge, Sunday Sun, P. 37
Evans, Joel R. and Berman, Barry (1985), Marketing, New York: Macmillan Publishing
Company.
Googrich, Jonathan N. Gildea, Robert L. and Cavanaugh, Kevin (1979), A Place for
Public Relations in the Marketing Mix, MSU Business Topics, Autumn.
Gluek, C. J. (1976), Business Policy, Strategy Formation and Management Action,
New York, McGraw Hill Book Company.
Greg C. E and C. R. Hrris (1973) Total Productivity Measurement at the Firm Level. Sloan
Management Review, Vol. 14, No. 3, pp 13 -29
Grunsky, O. (1966), Career Mobility and Organisational Commitment
Administrative Science. Quarterly, No. 10.
Hair, J. F., Anderson, R. E., Babin, B. J. and Meht, R. (2010), Sales Management: Building
Customer Relationship and Partnerships, wahali.com
Herzberg, Frederick, (1968), One More Time: How do You Motivate Employees?
Harvard Business Review. Jan.- Feb. (46) p. 57.
Hersberg F., Manser, B. and Syderman, B. (1959), The Motivation to Work. 2nd Ed.
New York, Wiley.
Kalu, E. S. (2005), Salesforce Motivation and Supervision in office Equipment.
Journal of Marketing. October, (3)1, pp 28-41.
Koontz, H. and Donnel, O. (1959), The Social Psychology of Organisations. 2nd Ed.,
New York, McGraw Hill.
Koontz, H., Donnel C. O. and Wzihrich H. (1980), Management. Japan, McgrawHill International.

70
Kotler, P. and Keller, K.L. (2007), Marketing Management, India, 12th Edition
Maslow, A. H. (1954), Motivation and Personality. New York. Mc Graw Hill.
Maslow, Abraham H. (1987), Motivation and Personality. 3rd Ed., New York:
Harper Row. p. 22
Nwankwo, J. I. (1982), Educational Administration: Theory and Practice, India
Vikas Publication. House Publication ltd.
Nwosu, I. E., Uduji, J. I. and Nnabuko, J. O. (2010), Supervisory Behaviour and Salesforce
Performance: An Empirical Investigation, Nigerian Journal of Marketing, Vol. 5,
No. 2 009/2010, Pp 45-55
.
Obi, E. (2003), Educational Management: Theory and Practice. Enugu. Jamoe
Enterprises.
Olakunori, O. K. and Ejionueme, N. G. (1997), Introduction to Marketing, Enugu:
Amazing Grace publishers.
Olakunori Olakunle (1999), Marketing in Marketing, Enugu: Joen Publishers.
Okoye, U. (2006), Motivation-A Sine-Qua-Non for the Effective Performance of
The Workforce, Journal of Marketing. March, (4)1 pp 190-199.
Onyeke, J. K. and Nebo, G. N. (2000), Principles of Modern Marketing. Enugu.
Precious and Queen (Nig.) Ltd.
Ruchwa (1981), Your Key to Planning Profit The Productivity Brief. October 6, American
Productivity Centre, Hoston- Ts - 77024
Pettijohn, L. S. and Taylor, A. J. (2009), Retail Sales Training Activities and Effects on Job
Satisfaction, Organizational Commitment, Turnover and Customer-Orientation,
Marketing Management Journal, 19 (Spring).
Rosembloom, B. (1983), Marketing Channels: A Management View. New York.
The Dryden Press.
Schram, W. (1973), Men, Messages, and Media. New York. Harper and Row
publication. Skinner, B. F. (1969), Contingencies of Reinforcement. New York,
Appleton Century Croft.
Smith, M. (1980), Management: Making Organisation Perform, NewYork, MacMillan
Publishing Co.
Steinhoff, D. and Burgess, J. F., (1993), Small Business Management Fundamentals.
McGraw Hill International Editions.

71
Still, Richard R. Cundiff, Edward W., and Govoni, Norman A. P. (1988), Sales
Management, 5th Edition, New Jersey: Prentice Hall.
Tannenbaun, R. (1959), Leadership and Organisation: A Behaviour Science
Approach. New York McGraw Hill.
Taylor, F. (1947), Scientific Management, New York, Harper and Row.
Ubeku, A. K. (1975), Personnel Management in Nigeria. Lagos, EPN.
Uchehara, F. O. (2010), Integrated Business Communications, Onitsha, Feros Print & Co Ltd,
2nd Edition.
Uduji, J. I. (2008), Motivation And Salespersons Performance In The Era of
Customer Relationship Management, Journal of Marketing and Public Policy,
Vol. 1. No. 1, (Maiden Edition), Pp.19 - 28
Walker, Orville C. Jr, Churchill, Gilbert A. Jr., and Ford, Neil M. (1975),
Organisational Determinants of the Industrial Salesmans Role Conflict and
Ambiguity. Journal of Marketing, Jan. (39) pp 32-39.
Walker, Orville C. Jr. Churchil, Gilbert A. Jr., and Ford, Neil M. (1977), Motivation
And Performancein Industrial Selling: Present Knowledge and Needed
Research. Journal of Marketing Research. May (14) pp 156-168.
Wotruba, T. R. (1981), Sales Management. New York, Good Year Publications.
Wordnetweb.princetom.Edu/perl/webwm
Vroom, V. H. (1964), Work Motivation. New York, Wiley.

72
CHAPTER THREE

RESEARCH METHODOLOGY
3.0

Introduction
This chapter presented the methodology and processes involved in carrying out this study effects
of Motivation on Sales Force Performance in Guinness Nigeria Plc and MTN Nigeria. The
methodological subsections are as follows:

Research Design

Sources of Data

Instrument for Data Collection and Method of Investigation

Population of the Study

The Pilot Study

Sample Size Determination

Sampling Technique

Validity of the Instrument

Reliability Test of Instrument

Method of Data Presentation and Analysis

3.1 Research Design

Ebubechukwu (2002:80) observes that a research design gives details on the most suitable
methods of investigation, the nature of research instruments, the sampling plan and type of data
to be used. He further noted that a research design forms the framework of the entire research
process. This is a master plan or model for the conduct of the investigation, (Odo 2004:76).
This study employed survey design. Questionnaire were administered on the marketing and
sales staff of the two selected companies. The aim was to assess the effects of motivation on
sales force performance in Guinness Nigeria Plc and MTN both in the South-East, and
consequently recommend the way forward based on analytical results.

73
3.2 Area of the Study
The area of the study, effects of Motivation on Sales Force Performance in Guinness Nigeria Plc
and MTN Nigeria in South-East, are Aba, Owerri, Enugu and Onitsha. Four states - Abia (Aba),
Imo (Owerri), Enugu (Enugu) and Anambra (Onitsha) were chosen amongst the five states of the
Eastern zone to have a fair representation of Guinness Nigeria Plc and MTN.
3.3 Sources Of Data
Data for this study was descriptive in nature and were sought from both primary and secondary
sources. Primary data are gathered for a specific research (Kotler 1997:17) and so the primary
data were sourced with the questionnaire and oral interview. Questionnaire is a device for
obtaining answers to relevant research questions from a sample of respondents (Ezejelue et al
2008:119). The data generated were arranged, analyzed and tested accordingly.
The secondary data were sourced from published materials such as Annual Report of the
companies (Guinness Nigeria Plc and MTN) and office records of the relevant departments.
Other secondary sources are books and journals, even unpublished materials related to
motivation and sale force performance. These accessed the existing ideas, opinions, theories, etc
on the subject matter of this study with a view to comparing the effect on manufacturing and
service companies.
3.4 Population Of The Study
The population of this study are the marketing and sales staff of the two selected companies
Guinness Nigeria Plc and MTN, all in South-East. So, from the interview conducted, the
population figure for the two companies is eight hundred and ninety-two (892) made up as
follows:Table 3.1: Population Distribution
Guinness Nigeria Plc

Population

MTN Nigeria

Population

Total

MTN Office, Aba

27

651

Guinness Nig. Plc., Aba

624

Guinness Depot, Onitsha

82

MTN Office, Onitsha

32

114

Guinness Depot, Owerri

31

MTN Office, Owerri

18

49

Guinness Depot, Enugu

48

MTN Office, Enugu

30

78

107

892

Total

Source: Field Survey (2010)

785

Total

74
The total population figure for these organizations is 892 and this helped to draw the overall
sample size used in this study.
3.5 The Pilot Survey
The research instrument (questionnaire), after scrutiny by the researchers supervisor, were
administered on a small sample of the population of the study. This was aimed at testing the
reliability of the research instrument with the use of test retest method of reliability. Forty (40)
copies of the questionnaire were distributed to the two companies under study, that is, twentyfive (25) copies to Guinness Nigeria Plc and fifteen (15) copies to MTN Nigeria. The pilot
survey of the sample was done twice within an interval of two weeks. The first test produced
thirty (30) positive responses and ten (10) negative responses while the second test yielded
thirty-three (33) positive responses and seven (7) negative responses. The correlated result from
the two tests stand at 0.97 reliability fitness of the research instrument.
3.6

Sampling Technique
The technique for selecting the sample for this study was

simple probability sampling

technique. A stratified sample was drawn from the marketing and sales staff of the two selected
companies: Guinness Nigeria Plc and MTN. Stratification is the process of dividing a population
into a number of strata (classes) so that the variability of elements selected within each stratum
is more homogeneous than is the variability of elements between strata independently,
(Ebubechukwu 2002:65).
3.7 Validity Of The Instrument
Validity is the extent to which a measuring instrument on application, performs the function for
which it was designed.

Onunkwo (2002:51) defines validity as the degree to which the

instrument measures the qualities, abilities, skills, traits, information, etc it was designed to
measure. Among the types of validity (content, construct, predictive, face, criterion related,
etc), content validity test was applied. This is because it ensures full exploration of various
aspects of the study and adequate coverage of a good representation of each dimension of the
study. The questionnaire therefore passed through the scrutiny of the researchers supervisor to
ensure content validity, i.e. appropriateness of language usage, relevance to the subject matter,
objective of the study and coverage of the content areas. The questionnaire were shared to the

75
respondents to know their responses and they attended to it. After two weeks, it was readministered to the respondents and there was a positive response to that. The positive response
rate was consistent enough.
3.8 Reliability Test Of The Instrument
Reliability is the degree to which similar outcomes are produced by a measuring instrument
when used in different situations (Onwumere 2005:69-76). So, from the various types of
reliability Test Retest, Split , Kuder Richardson (K-R), Cronbach Alpha, etc, Test/retest
method of reliability was adopted and the scores from the two different measurements were
correlated accordingly with use of Pearson Product Moment Correlation and arrived at 0.97
statistically detailed in the Pilot study below. The actual values of observation approach to
Pearson Product Moment Correlation used is given by Onwumere (2005:172) as:nXY

(X)( Y)

r = nX2 (X)2 nY2 (Y)2

whereas the correlation coefficient greater than or equal to 0.7 is reliable, a Pearson Product
Moment Correlation Coefficient of 0.97 has a very strong reliability.
Table 3.2:

Pilot Survey for Reliability Test of The Instrument

Companies

1st Test Result

(X) 2nd Test Result (Y)

XY

X2

Y2

20

16

25

20

25

16

12

16

16

16

16

16

16

16

16

25

25

25

Total

30

33

126

120

139

nXY - (X)( Y)
r (nX2) (X)2 (Y2)(Y)2

76

40(126) - (30)(33)
(40)(120) (30)2 40(139) (33)2

5040 - 990
(4800 - 900) (5560 - 1089)

4050
(3900)(4471)

r =

4050
4175.7514

r =
n

0.97

N
_____________
1 + N (e)2

Where: n = sample size

N = the finite population
e = level of significance (or limit of tolerable error)
1 = unity (is a constant)
We have,
n =

____892_____
1 + 892 (0.05)2

____892_____
1+ 892 (0.0025)

_____892____
892 (0.0025)

__ 892____
2.23

400

77
Thus, a total of 400 copies of questionnaire were distributed to the marketing and sales staff of
Guinness Nigeria Plc and MTN Nigeria.

Stratified sampling techniques was used to show the

number of questionnaire that were allocated using proportionality formula. This gives the number of
questionnaire to be allocated using proportionality formula stated as:Guinness Nigeria Plc, Aba

624/892

400/1

280

Onitsha =

82/892

400/1

37

Owerri

31/892

400/1

14

Enugu

48/892

400/1

22

MTN Nigeria, Aba

27/892

400/1

12

Onitsha

32/892

227/1

14

Owerri

18/892

227/1

Enugu

30/892

227/1

13

Sample size

400

3.9 Method Of Data Presentation And Analysis

For descriptive, comparative and analytical purposes, the statistical techniques employed in this
study included the tables, mean and percentile method were used in summarizing the generated
data while Analysis of Variance (ANOVA) using Microsoft Excel was adopted in testing the
hypotheses. ANOVA was used to testing hypotheses 1, 2, 3,and 4.

78
References
Eboh, E. C (2009), Social and Economic Research: Principles and Methods, Enugu,
African Institute for Applied Economics.
Ebubechukwu, A. O. (2002), Essentials of Research in Educational and Beheviourial
Sciences, Owerri, Websmedia Communications.
Kotler, P (1997), Marketing Management: Analysis, Planning and Control, New
Jersey, Prentice Hill Inc.
Onodugo, V. A., Ugwuonah, G. E. and Ebinne, E. S. (2010), Social Science Research:
Principles, Methods and Application, Enugu, El Demak (Publishers).

Onunkwo, G. I. N. (2002), Fundamentals of Educational Measurement and

Evaluation, Owerri, Cape Publishers Int. Ltd.
Onwumere, J. U. J. (2005), Business and Economic Research Methods, Lagos,
Don-Vinton Ltd

79
CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

4.0 Introduction
This chapter focuses on the presentation, analysis and discussion of the results of the data gathered
in the course of the research using primary sources (oral interview and questionnaire). In analyzing
data from the questionnaire, descriptive statistics was used. In testing hypotheses, the researcher
applied inferential statistical tool by using Analysis of variance (ANOVA) to draw some conclusions
on the hypotheses. The population of this study is eight hundred and ninety two (892) while the
simple size is four hundred (400). Data analysis was based correctly on filled and returned
questionnaire.
4.1 Data Analysis
Return of Questionnaire
In analyzing the data from the questionnaire administered and retrieved, percentile method, means or
averages, and tables were used by the researcher. To test the hypotheses postulated, test statistical
tool such as Analysis of variance (ANOVA) was used to draw conclusions on the hypotheses. The
tables below show the number of questionnaire that were issued to each of the organizations Guinness Nigeria Plc and MTN Nigeria in their different branches, the number returned and their
percentages. The questionnaire were allocated to them using proportionality formula. Three hundred
and fifty three (353) marketing and sales staff of Guinness Nigeria Plc, forty-seven (47) marketing
and sales staff of MTN Nigeria in the South-East geopolitical zone of Nigeria, covering their
branches in Aba, Owerri, Onitsha and Enugu. Thus, three hundred and twenty four (324) marketing
and sales staff of the Guinness Nigeria Plc and forty two (42) marketing and sales staff of MTN
Nigeria Plc duly completed and returned their questionnaire with their different percentages
respectively.

80
Table 4.1 Result of Questionnaire Distribution and Response Rate.
Guinness Nig. Plc

Issued

Returned (%)

MTN Nig

Issued

Returned (%)

Guinness Plc Aba

280

267 (82)

MTN Nig. Aba

12

11 (26)

Onitsha

37

30 (9)

Onitsha

14

10 (24)

Owerri

14

9 (3)

Owerri

8 (19)

Enugu

22

18 (6)

Enugu

13

13 (31)

353

324 (100)

47

42 (100)

Total
Source: Field survey, 2011

The table above indicate that 280 questionnaire were distributed to the marketing and sales staff of
Guinness Nig. Plc Aba, 37 to the marketing and sales staff of Onitsha branch, 14 to Owerri branch and
22 to Enugu branch. They were returned as follows - 267 (82 %) from Aba branch, 30 (9%) from
Onitsha branch, 9 (3%) from Owerri branch and 18 (6%) from Enugu branch. 12 copies of questionnaire
were distributed to MTN Nigeria Aba branch, 14 to Onitsha branch, 8 to Owerri branch and 13 to Enugu
branch. They were returned as follows - 11 (26%) from MTN Aba, 10 (24%) from Onitsha branch, 8
(19%) from Owerri branch and 13 (31%) from Enugu branch.

Section B: - General Data

Questionnaire for MTN Staff.
Tools for the Analysis
Mean

fx
f

Where x = Mean
= Summation
F = Frequency of outcomes
X = Outcomes
In making decision on the degree of agreement, a cut-off will be established, the ratings of very high
(VH), high (H), low (L) and very low (VL) will respectively be assigned 4, 3, 2 and1.
Mean rating

4+3+2+1

2.5

4
Therefore, decisions will be based on the sample mean being equal to or greater than 2.5 for Very high
and otherwise for Very low.

81
Question 1: Do you have a clear idea of your companys aim, principle and priorities?
Table 4.2: MTN Staff response Rate on Clear Idea of their companys Aim ,Principles and Priorities.
MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

Yes

10

10

12

40

95

No

11

Source: Field Survey, 2011

From the questionnaire administered, 95% of the MTN Staff are the opinion that they have a clear idea
of their companys aim, principles and priorities while 5 % of the MTN staff viewed that they do not
have clear idea of their companys aim, principles and priorities.
Question 2: Is your companys internal image consistent with its external image?
Table 4:3: Companys internal Image consistent with its external image
MTN ABA

Response

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

Yes

11

10

13

41

98

No

Source: Field survey, 2011

The table shows that 98% of the MTN declare that their companys internal image is consistent with its
external image while 2% of the MTN staff opined that it is not.
Question 3: How would you rate the level of sales force motivation in your company?
Table 4:4: Ratings of level of sales force motivation in MTN
X

Very High

15

10

40

160

High

17

51

Low

18

36

Very Low

Total

10

84

256

Source: Field survey, 2011

Mean = fx
f

= 256

MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

FX

Rating

82
84
= 3.04
The table shows that mean value is 3.04 which indicates high ratings of sales force motivation in MTN.
MTN motivates their salespeople to a high extent.
Question 4: Which of these factors have effect on sales force performance in your organization?
Table 4.5: The factors that have effect on sales force performance
MTN

MTN

MTN

MTN

ABA

ONITSHA

OWERRI

ENUGU

Organizational support-training

Psychological support-staff par. in decision

Factors

Affecting

Sales

force

Performance
Financial support-salary, monetary

TOTAL

19

45

14

33

10

12

11

10

13

42

100

Compensation

making
Personal support-preferred leave period
Total

Source: field survey, 2011

In table 4:5 above, 11 (45%) of MTN staff are of the opinion that financial support-salary, monetary
compensation have significant effect on their sales force performance. 14 (33%) indicated organizational
support-training to have a significant effect on their sales force performance. 4 (10%) viewed
psychological support staff participation in decision making to have effect on their sales force
performance but is not significant while 5 (12%) opined personal support-preferred leave period to have
no positive effect on their sales force performance. This implies that staff participation in decision
making and preferred leave period do not have significant effect on their sales force performance.
Question 5: Which sales force motivational tool(s) do your company use?
Table 4.6: The sales force motivational tool (s) the company use
Motivational Tools
Bonus and Wages
Salary increase
Profit sharing
Team building and workshops
Total

Source: Field survey, 2011

MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

5
2
2
2

4
3
2
1

2
2
3
1

3
3
3
4

14
10
11
7
42

33
24
26
17
100

83
From the table above, 14 (33%) of MTN staff indicated that they use bonus and wages as their sales
force motivational tools, 10 (24%) indicated salary increase, 11 (26%) indicated profit sharing while 7
(17%) team building and workshops. This shows that they use different motivational tools to
compensate their staff.
Question 6: To what extent do these motivational tools differ in your organization?
Table 4.7 The extent motivational tools differ in MTN
Rating

MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

FX

Very High

24

96

High

11

21

63

Low

22

44

Very Low

17

17

Total

10

84

220

Source: Field survey, 2011

Mean = fx
f
= 220

= 2.61

84
The table shows that mean value is 2.61 which indicates high in MTN. There is no significant difference
in motivational tools used in MTN.
Question 7: Which of these motivational and leadership factors is perceived by sales force as means of
achieving their want, desires and needs?
Table 4.8: Motivation and leadership as means of achieving sales force desires, wants and needs.
MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

Care of the people by the management

11

26

Feedback from sales managers

11

26

Feeling of mutual need

19

Leadership depicting the planned objectives

12

29

Total

42

100

Source: Field survey, 2011

From the table, it can be seen that 26% of the MTN staff chose care of the sales people by the
management and feedback from sales managers to confirm sales force knowledge of the firms

84
competitive position, future plans, and products to be the means of achieving their companys desire,
wants and needs. 19% indicated that they achieve that in the case of feeling of mutual need between the
sales force and their company while 29% indicated leadership depicting the planned objectives and
adjustment of labour input.
Question 8: Which direction does communication flow most in your company?
Table 4.9: The directions of communication flow in MTN Nigeria
MTN ABA

Communication Flow

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

Upward

3 (27%)

2 (20%)

2 (25%)

3 (23%)

10

Downward

2 (18%)

3(30%)

2(25%)

3(23%)

10

Horizontal

2 (18%)

2(20%)

2(15%)

All directions

4 (36%)

3 (30%)

3(38%)

5(36%)

15

10

11

Total

1 (13%)

13

42

Source: Field Survey: 2011

A look at the table shows that, of the MTN staff Aba, Onitsha, Owerri and Enugu 27 %, 20%, 25%, 23%
respectively disclosed that their communication flow downward 18%, 20%, 13% and 23% respectively
indicated horizontal while 36%, 30%, 38% and 38% respectively indicated all directions. Having seen
these, it means that their communication flow in four dimensional points and reaches everywhere.
Question 9: Sales force participation in decision making in matters of their interest motivate them a great deal.
Table 4.10: Sales force participation in decision making in matters of their interest motivates them.
X

MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

FX

Very High

24

96

High

11

33

Low

12

Very Low

42

142

Total

10

Source: Field survey, 2011

Mean = fx
f
= 142
42

= 3.38

85
The table shows that mean value is 3.38 which indicates very high that sales force participation in
decision-making in matters of their interest motivates them a great deal.
Question11: what really motivates you on your job?
Table 4.11: Factors that really motivate sales staff on their job.
MTN ABA

Finance-salary & other packages

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

31

73

Job security

17

Career advancement

10

Just to get oneself engaged

42

100

42

100

Total
Source: Field Survey, 2011.

The table revealed that 73% of the MTN staff joined the company due to salary and other monetary
packages paid to them. 17% were attracted by job security and 10% were attracted by career
advancement. Nobody joined them just to get oneself engaged.
Question 11: What really motivates you in their job?
Table 4.12: Factors that motivates staff in their job
MTN ABA

MTN ONITSHA

MTN OWERRI

MTN ENUGU

TOTAL

Salary payment policies

23

55

Incentives payable

10

24

Sales target

17

Making a career

42

100

Total
Source: Field survey, 2011

The table revealed that 55% of the MTN staff was motivated by salary payment policies. 24 % were
motivated by incentives payable, 17% were motivated by sales target while 4% were motivated in the
job for making a career. It has been seen that majority of MTN staff were attracted to the job due to the
salary payment which means that they pay very well.

86
Question 12: Are there any recent changes that might have affected sales force motivation and performance?
Table 4.13: Recent change(s) that affected sales force motivation
MTN ABA

MTN

MTN

MTN

ONITSHA

OWERRI

ENUGU

TOTAL

Redundancies

19

45

Imposed recruitment

Setting of jaw-breaking targets

14

Seizure/reduction of Nigeria support

16

39

42

100

Total
Source: Field survey, 2011

A look at the table shows that majority of MTN staff of Aba, Onitsha, Owerri and Enugu disclosed that
redundancies and reduction of managerial support are likely the big changes that affect sales force
motivation and performance with 45% and 39%. It was disclosed that imposed recruitment and setting
of jaw-breaking targets are not likely to affect sales force motivation and performance with 2% and 14%
respectively.
Question 13: Which of these can be motivational to the sales force?
Table 4.14: Motivational factors to the sales force in MTN Nigeria.
Other Motivational Factors

MTN

MTN

MTN

MTN

ABA

ONITSHA

OWERRI

ENUGU

TOTAL

Physical activities

10

24

Contests

11

26

Recognition within & outside the office

11

26

Motivational quotes

10

24

42

100

Total
Source: Field survey, 2011

From the table, it can be seen that 24% of MTN staff in Aba, Onitsha, Owerri and Enugu have chosen
physical activities to be the motivational factors to the sales force, 26% chose contests, 26% chose
recognition within and outside the office while 24% chose motivational and inspirational sayings.
Having seen this, all of them have close percentage range which implies that all of them are motivational
factors to the sales force in MTN Nigeria.

87
Question 14: Which factors affect sales force performance in MTN?
Table 4.15: Responses to motivational tools as factors that affects sales force performance in MTN Nigeria.
Motivational Tools

MTN

MTN

ABA

ONITSHA

MTN

MTN

OWERRI

TOTAL

ENUGU

Insurance scheme

11

26

Regular pay

11

26

High salary

22

Commission

11

26

42

100

Total
Source: Field survey, 2011

From the table, it can be seen that 26% of the MTN staff in Aba, Onitsha, Owerri, and Enugu believed
that insurance scheme positively affected sales force performance in Nigeria, 26% said that regular pay
go a long way to improve their performance, 22% revealed that high salary helped them a lot while 26%
said that commission has a high positive effect.
Question 15: To what extent does motivation affect sales force performance in your company?
Table 16: The extent motivation can affect sales force performance in MTN Nigeria.
X

GNP ABA

GNP ONITSHA

GNP OWERRI

GNP ENUGU

TOTAL

FX

Very High

18

27

108

High

15

45

Low

Very Low

42

153

Total

10

Source: Field survey, 2011

Mean = fx
f
= 153

= 3.64

42
The table shows that mean value is 3.64 which indicates high ratings of sales force influence on
motivation in Guinness Nigeria Plc. GNP motivates their sales men to a high extent.

88
Question 16: Does your sales/marketing manager facilitate the process for sales force self-management?
Table 4.17: Responses to whether sales/marketing manager facilitate the process for sales force Self-management.

Company (Service)

Yes (%)

No (%)

Total

MTN ABA

9(82)

2(18)

11

MTN ONITSHA

9(90)

1(10)

10

MTN OWERRI

8(100)

MTN ENUGU

11(85)

2 (15)

13

27

42

Total
Source: Field survey, 2011

A look at the table revealed that the sales/marketing manager of MTN Aba facilitates the process for
sales force self management with 82% and 18% not facilitating. MTN Onitsha has 90% in facilitating
the sales force and 10% not in the process. The whole of MTN Owerri disclosed that sales/marketing
manager facilitate the process with 100%. 85% of MTN Enugu agrees to that, while 15% declared no.
Question 17: Does your sales/marketing manager invest more time in some salespersons, look at
real situation and find together a workable way?
Table 4.18: Responses to whether sales/marketing manager invest more time in some sales
persons, look at real situation and find together a workable way.
Yes (%)

No (%)

MTN ABA

10(91)

1(9)

MTN ONITSHA

8(80)

2(20)

MTN OWERRI

7(88)

1(12)

MTN ENUGU

13 (100)

Source: Field Survey, 2011

From the table, 91% of MTN staff Aba indicated that sales/marketing manager invest more time in some
sales persons, handling some situations and find solutions to that while 9% indicated that they dont do
so. MTN Onitsha has 80% and 20% respectively to the statement MTN Owerri has 88% indicating yes
and 12%, indicating no, MTN Enugu has all their staff indicating yes with 100%. This implies that MTN
Nigerias sales/marketing managers attack the problems encountered by their customers.

89
Question 19: does your sales/marketing manager care about sales force interest?
Table 4.19: Responses to whether sales/marketing manager care about sales force interests,
listening properly against planned counter argument.
Yes (%)

No (%)

8(73)

3(27)

MTN Onitsha

10(100)

MTN Owerri

8(100)

MTN Enugu

9 (70)

4 (30)

MTN Aba

Source: Field Survey, 2011

The table revealed that 73% of MTN staff Aba disclosed that their sales/marketing manager care about
sales force interest, and listen properly as against planned counter argument while, 27% said it is not so.
All the staff of MTN Onitsha indicated yes with 100%. All the staff of MTN, Owerri indicated yes with
100%. 70% of Enugu branch indicated yes while 30% indicated no.

Question 20: Does the sales force feel empowered with job description/quota and incentives that
give some autonomy in finding their own solution?
Table 4.20: Responses to whether sales force feels empowered with job description/quota and
incentives help in finding the solutions
Yes (%)

No (%)

MTN Aba

11(100)

MTN Onitsha

10(100)

MTN Owerri

6(75)

2 (25)

MTN Enugu

10 (77)

3(23)

Source: Field Survey, 2011

The table shows that the whole of MTN staff at Aba and Onitsha with 100% and 100% respectively
declared that sales force feel empowered with job description/quota and incentives that help in finding
solution to their problem. 75% of MTN, Owerri indicated yes while 25% said no. 77% of Enugu branch
indicated yes while 23% indicated no. This implies that quota/incentive empower sales force more.

90
Questionnaire for Guinness Nigeria Plc Staff (GNP)
Question 1: Do you have clear idea of your companys aim, principles and priorities?
Table 4.21: Responses on whether they have a clear idea of their companys aim, principles and priorities.

GNP Aba

GNP Onitsha

GNP Owerri

GNP Enugu

Total

Yes

260

28

314

97

No

10

Source: Field Survey, 2011

From the questionnaire administered, 97% of the Guinness Nigeria Plc staff are of the opinion that they
have clear idea of their companys aim, principles and priorities while 3% opined that they do not
understand.
Question 2: Is your companys internal image consistent with its external image?
Table 4.22: Companys internal image consistent with its external image.
GNP Aba
Yes
No

GNP Onitsha

GNP Owerri

GNP Enugu

Total

258

26

15

307

95

17

Source: Field survey, 2011

A look at the table shows that 95% of GNP staff revealed that their companys internal image is
consistent with its external image while 5% indicated no.

Question 3: How would you rate the level of sales force motivation in your company?
Table 4.23: Ratings of level of sales force motivation in Guinness Nigeria Plc.
X

GNP ABA

GNP ONITSHA

GNP OWERRI

GNP ENUGU

TOTAL

FX

Very High

268

70

64

92

494

1976

High

26

18

18

14

76

228

Low

14

11

23

10

58

116

Very Low

20

20

648

2340

Total

10

Source: Field survey, 2011

Mean = fx
f

91
= 2340

= 3.61

648
The table shows that mean value is 3.61 which indicates high ratings of sales force motivation in
Guinness Nigeria Plc. GNP motivates their sales men to a high extent.

Question 4: Which of these factors have effect on sales force performance?

Table 4.24: The factors that have effect on sales force performance

Financial
Support-salary,
compensation
Organizational support- training

monetary

Psychological support-staff participation in

decision making
Personal support-preferred leave period
Total

GNP

GNP

GNP

GNP

Total

Aba

Onitsha

Owerri

Enugu

148

19

13

188

58

56

66

20

45

50

16

18

20

267

30

18

324

100

Source: Field survey, 2011

In table 4.23, 188 (58%) of the GNP staff at Aba, Onitsha, Owerri and Enugu branches are of the
opinion that financial suppor- salary, monetary compensation have high positive effect on sales force
performance. Again, 66 (20%) viewed organizational support- training, 50 (16%) said psychological
support like staff participation in decision-making, while 20 (6%) said preferred leave period. This
shows that staff participation in decision making and preferred leave period did not have significant
effect in their sales force performance.
Question 5: Which sales force motivational tool(s) does your company use?
Table 4.25: Sales force motivational tool(s) the companies use
Motivational Tools

GNP

GNP

GNP

GNP

Total

Aba

Onitsha

Owerri

Enugu

Bonus and wages

145

21

12

184

57

Salary increase

50

59

18

Profit sharing

42

48

15

Team building and workshops

30

33

10

267

30

18

324

100

Total
Source: Field survey, 2011.

92
From the table, 184(57%) of GNP staff disclosed that they use bonus and wages as their sales force
motivational tools. 59(18%) indicated salary increase, 48(15%) said profit sharing, while 33(10%)
disclosed team building and workshops. This shows that they use all the different motivational tools to
compensate their staff.
Question 6: To which extent do you think the motivational tools used by your company differ from
service companies?
Table 4.26: The extent motivational tools differ in Guinness Nigeria Plc.
GNP ENUGU

TOTAL

FX

190

760

18

319

957

76

11

10

100

200

25

39

39

648

1956

GNP ABA

GNP ONITSHA

Very High

168

High

286

Low

Very Low

Total

GNP OWERRI

10

Source: Field survey, 2011

Mean = fx
f
= 1956

= 3.01

648
The table shows that the mean value is 3.01 which indicates high ratings. There is no significant
difference in the motivational tools used in Guinness Nigeria Plc.

93
Question 7: Between motivation and leadership stems the fact that sales force tend to follow those
perceived as providing means of achieving their own desires, want and needs as in the case of:
Table 4.27: Motivation and Leadership as means of achieving companys desires, wants and needs

Motivational Tools
Care of the salespeople by the management

GNP

GNP

GNP

GNP

Total

Aba

Onitsha

Owerri

Enugu

200

17

228

70

Feedback from sales managers

32

41

13

Feeling of mutual need

30

3812

15

17

267

30

18

324

100

Leadership depicting the planned objectives

Total
Source: Field Survey, 2011

From the table, it can be seen that 70% of the GNP staff chose care of the salespeople by the
management and feedback from sales managers to confirm sales force knowledge of the firms
competitive position, future plans and products to be the means of achieving their companys desire,
wants and needs. 38 (12%) indicated that they achieve with the feeling of mutual need between the sales
force and their company. 41 (13%) indicated that they achieve through feedback from sales managers
while 5% indicated that they achieve it through leadership depicting the planned objectives.
Question 8: What is the direction of information flow in your company?
Table 4.28: The direction communication flow in Guinness Nigeria Plc
GNP Aba (%)

GNP Onitsha (%)

GNP Owerri (%)

GNP Enugu (%)

Upward

48 (18)

8 (27)

1 (11)

4 (22)

Downward

79 (30)

8 (27)

2 (22)

4 (22)

Horizontal

59 (22)

6 (19)

2 (22)

4 (22)

All directions

81 (30)

8 (27)

4 (44)

6 (34)

267

30

18

Communication Flow

Total

Source: Field survey, 2011.

A look at the table shows that GNP staff of Aba, Onitsha, Owerri and Enugu with 18%, 27%, 11% and
22%% respectively disclosed that their communication flow upward direction while 30%, 27%, 22%
and 24% respectively indicated horizontal while 30%, 27%, 44% and 34% respectively indicated all
directions. Having seen these, it means that their communication reach all directions.

94
Question 9: What actually motivated you to join your company?
Table 4.29: Factors that motivated the staff to join their companies
GNP Aba

GNP Onitsha

GNP Owerri

GNP Enugu

Total

248

22

15

292

90

10

19

Career advancement

13

Just to get oneself engaged

267

30

18

324

100

Motivational factors
Finance salary and other packages

Job security

Total
Source: Field Survey, 2011

The table revealed that 90% of the GNP staff joined the company due to salary and other packages paid
to them, whereas 6% were attracted by career advancement. Nobody joined the company just to be
somewhere.
Question 10: To what extent does sales force participation in decision-making in matters of their interest
motivate them?
Table 4.30: Sales force participation in decision-making in matters of their interest motivates them.
x

GNP Aba

GNP Onitsha

GNP Owerri

GNP Enugu

Fx

VH

243

15

16

283

1132

18

10

30

90

11

22

VL

10

267

30

18

324

1,244

Total

Total

Source: Field Survey, 2011

Mean = fx
f
X

= 1244

= 3.83

324
The calculated mean response is 3.83 which is greater than the weight allocated to very low. Therefore,
it can be seen that sales force participation in decision-making in matters of their interest motivate them
a great deal.

95
Question 11: what really motivate you on your job?
Table 4.31: Factors that motivate them on their job
Motivational Factors

GNP

GNP

Aba

Onitsha

Salary payment policies

GNP Owerri

GNP Enugu

Total
%

82

94

29

103

20

12

139

43

Sales target

66

72

22

Making a career

16

19

18

324

100

Incentive payable

Total

267

30

Source: Field survey, 2011

The table revealed that 29% of the GNP staff were motivated by salary payment policies. 43% were
motivated by incentives payable, 22% were motivated by sales target while 6% were motivated because
of making a career. A look at the table proves that what motivates them most is incentives payable.
Infact, they are not motivated the same way.

Question 12: Are there recent change(s) that might have affected motivation of sales force in your company
Table 4.32: Recent changes that affected sales force motivation
GNP

GNP

GNP

GNP

Aba

Onitsha

Owerri

Enugu

Total

Redundancies

219

22

13

260

80

Imposed recruitment

Setting of jaw-breaking targets

11

20

Seizure/reduction of managerial support

33

37

11

324

100

Total

Source: Field Survey, 201

A look at the table shows that majority of GNP staff of Aba, Onitsha, Owerri and Enugu disclosed that
redundancies and seizure/reduction of managerial support are the big challenges that affect sales force
motivation and productivity with 80% and 11% respectively. Also, imposed recruitment and setting of
jaw-breaking targets are also likely to affect sales force motivation and productivity with 3% and 6%
respectively.

96
Question 13: Which of these activities can be motivational to the sales force in your company?
Table 4.33: Motivational factors to the sales force in GNP, Nigeria
GNP Aba

GNP

GNP Owerri

GNP Enugu

Total

Onitsha

Physical activities
Contests
Recognition within & outside the office

Motivational quotes

222

19

11

260

80

40

52

16

324

100

Total
Source: Field survey, 2011

From the table, it can be seen that 2% of GNP staff in Aba, Onitsha, Owerri and Enugu chose physical
activities to be the motivational factors to the sales force, 80% chose contests, 16% chose recognition
within and outside the office while 2% chose motivational quotes. Having seen this, it was believed that
team building workshop is the best motivational factor to the sales force in GNP Nigeria.

Question 14: To what extent do these motivational incentives affect sales force performance in GNP?
Table 4.34: Responses to motivational tools as factors that positively affect sales force performance in GNP.
GNP Aba

GNP Onitsha

GNP Owerri

GNP Enugu

Total

Insurance scheme

68

82

25

Regular pay

67

82

25

High salary

64

78

24

Commission

68

83

26

324

100

Total

Source: Field survey, 2011

From the table, it can be seen that 25% of the GNP staff in Aba, Onitsha, Owerri and Enugu revealed
that insurance scheme had a significant effect on sales force performance in GNP, 25% said regular pay,
24% revealed high salary while 26% revealed commission.

97
Question 15: To what extent does motivation affect sales force performance in your company?
Table 4.35: The extent motivation can influence sales force performance in GNP.
GNP Aba
Very high

GNP Onitsha

GNP Owerri

GNP Enugu

201 (75)

21 (70)

8 (89)

14 (78)

High

66 (25)

9 (30)

1 (11)

4 (22)

Low

Very low

267

Total

30

18

Source: Field survey, 2011

The table shows that 75% and 25% of GNP staff of Aba indicated that motivation influence sales force
productivity to a very high and high extent respectively 70% and 30% of Onitsha staff indicated very
high and high extent 89% and 11% of Owerri staff indicated very high and high extent while 78% and
22% of Enugu staff indicated very high and high extent nobody indicated low and very low. This shows
that motivates influences sales force performance greatly.

Question 16: Does your sales/marketing manager facilitate the process for sales force self-management?
Table 4.36: Responses to whether sales/marketing Manager facilitates the process for sales
force self-management.
Yes (%)

No (%)

Guinness Nigeria Plc, Aba

248(93)

19 (7)

Guinness Nigeria Plc, Onitsha

21(70)

9(30)

Guinness Nigeria Plc, Owerri

7(78)

2 (18)

Guinness Nigeria Plc, Enugu

17 (94)

1(6)

Source: Field survey, 2011

A look at the table revealed that the sales/marketing manager of GNP Aba facilitate the process for sales
force self management with 93% and 7% saying No. GNP Onitsha indicates 70% in him facilitating of
the sales force and 30% not in the process. 78% of Owerri branch indicated yes while 6% indicated no.

98
Question 17: Does your sales/marketing manager invest more time in some salespersons, look at real
situation and help to find a workable way?

Table 4.37: Responses to whether sales/Marketing manager invest more time in some salespersons,
look at real situation and help find a workable way.
Yes (%)

No (%)

Guinness Nigeria Plc, Aba

250(94)

17 (6)

Guinness Nigeria Plc, Onitsha

24(80)

6 (20)

Guinness Nigeria Plc, Owerri

9(100)

Guinness Nigeria Plc, Enugu

18 (100)

Source: Field survey, 2011

From the table, 94% GNP staff Aba indicated that sales/ marketing manager invest more time in some
sales persons, handling some situations and find solution to that while 6% indicated that they dont do
so. GNP Onitsha has 80% and 20% respectively done that. 100% of GNP Owerri staff indicated yes
together with GNP Enugu with 100% too. This means that GNP sales/marketing managers give attention
to the problems encountered by their customers.

Question 18: Does your sales/marketing manager care about sales force interests, listening really
properly as against planned counter-argument?
Table 4.38: Responses to whether sales/marketing manager care about sales force interests, listening
properly against planned counter argument.

Yes (%)

No (%)

Guinness Nigeria Plc, Aba

232(87)

35 (13)

Guinness Nigeria Plc Onitsha

24(80)

6 (20)

Guinness Nigeria Plc, Owerri

7(78)

2 (12)

Guinness Nigeria Plc, Enugu

16 (89)

2(11)

Source: Field Survey, 2011

The table revealed that 87% of GNP Aba staff disclosed that their sales/marketing manager care about
sale force interest, and listen properly against planned counter argument while 13% indicated that they
dont do so. 80% of Onitsha branch indicated yes while 20% indicated no. 78% Owerri branch indicted
yes while 12% indicated no. 89% of Enugu branch indicated yes while 11% indicated no.

99
Question 19: Do the sales force feel empowered with job description/quota and incentives that give
some autonomy in finding their own solutions?
Table 4.39: Responses to whether sales force feel empowered with job description/quota and incentives
help in finding the solutions.
Yes (%)

No (%)

Guinness Nigeria Plc, Aba

265(99))

2 (1)

Guinness Nigeria Plc, Onitsha

30(100)

Guinness Nigeria Plc, Owerri

9(100)

Guinness Nigeria Plc, Enugu

17 (94)

1(6)

Source: Field survey, 2011

The tables show that 99% of GNP Aba declared that sales force feel empowered with job
description/quota and incentives that help in finding solution to their problems. The while staff of
Onitsha and Owerri branch indicated yes with 100% respectively. 94% of GNP Enugu indicated yes
while 6% indicated no.

4.2 TEST OF HYPOTHESES

Hypothesis I:
Ho1: There is no significant difference in the level of sales force motivation in GNP and MTN.
Ha1: There is significant difference in the level of sale force motivation in GNP and MTN.
Table 4.40: Result of responses as tabulated in table 4.4 and 4.23.
Manufacturing service companies

VH

VL

Guinness Nigeria

494

76

58

20

MTN Nigeria

40

17

18

Source: Field survey 2011

Level of significance = 5% = 0.05
Test stabilities F distribution
SS -

Sum of squares

DF-

Degree of freedom

MS-

Means sum

100
Table 4.41: ANOVA Computation using MicroSoft Excel
ANOVA Single factor
Summary
Groups

Counts

Sum

Average

Variance

Guinness (Nig)

648

162

21228.57143

MTN (Nig)

84

21

75.7142859

DF

Ms

P value

F- crit

1.6

0.90359

5.99

ANOVA
Source of Variation

55

39762

Between groups

39762

24855

Within groups

149130

Total

188892

Degree of freedom the numerator k 1 = 2-1

Degree of freedom in the denominator n k 8 - 2
Critical value for the F statistics = 5.99
Level of significance = 5%=0.05
Decision rule: - if the calculated F is greater than critical value, the null hypothesis is rejected.
Deduction: From the ANOVA table above, the critical value F which is 5.99 is > the calculated F which
is 1.6. Therefore, it is acceptable that there is no significant difference in the level of sales force
motivation used by the manufacturing and service companies.

Hypothesis II
Ho2 : There is no significant difference in the sales force motivational tools used by the manufacturing
and service companies.
Ha2 : There is significant difference in the sales force motivational tools used by the manufacturing and
service companies.
Table 4.42: Result of responses as tabulated in table 4.7 and 4.26. 4.
Manufacturing and Service companies

VH

VL

Guinness Nigeria

190

319

100

39

24

21

22

17

MTN Nigeria
Source: Field survey 2011
Level of significance = 5% = 0.05

101
Test Statistics F distribution
SS -

Sum of Square

DF-

Degree of freedom

MS-

Means sum

Table 4.43: ANOVA Computation using Micro Soft Excel

ANOVA Single factor
Summary
Groups

Counts

Sum

Average

Variance

Guinness (Nig)

648

162

6343.714286

MTN (Nig)

84

21

3.714285714

Source of Variation

SS

DF

MS

Between groups

39762

39762

Within groups

43032

7172

Total

82774

ANOVA
F

P value

F- crit

5.5

0.98176

5.99

Source: Result of ANOVA Computation using Microsoft Excel

Degree of freedom the numerator k 1 = 2-1
Degree of freedom in the denominator n k 8 - 2
Critical value for the F statistics = 5.99
Level of significance = 5%=0.05
Decision rule: - If the calculated F is greater than critical value, the null hypothesis is rejected.
Deduction: From the ANOVA table above, the critical value F which is 5.99 is > the calculated F which
is 5.5. Therefore, it is acceptable that there is no significant difference in the sales force motivational
tools used by the manufacturing and service companies.

Hypothesis III
Ho3:

Staff scheduled preferred leave period and participation in decision making do not have
significant effect on sales force performance in GNP and MTN.

Ha3:

Staff scheduled preferred leave period and participation in decision making have
significant effect on sales force performance in GNP and MTN.

102
Table 4.44
Result of responses as tabulated in table 4.5 and 4.24
Maintaining/services companys

VH

VL

Guinness Nigeria

82

82

78

83

MTN Nigeria

11

11

11

Source: Field Survey 2011

Level of significance = 0.05
Test statistics is the F distribution
SS

Sum of squares

DF

Degree of freedom

MS

Mean sum

Table 4.45 ANOVA computation using Microsoft Excel

Anova: Simple factor
Summary
Groups

Count

Sum

Average

Variance

Guinness (Nig)

32

81

2.142857143

MTN (Nig)

42

10.5

0.42857

14286

SS

DF

MS

P-value

F-Crit

Between groups

10011

10011

3.3

0.90325

5.99

Within groups

18268

3044

Total

28279

ANOVA
Source of Variation

Source-

Result of ANOVA using Microsoft Excel.

Degree of freedom the numerator = k - 1=2-1

Degree of freedom in the denominator = n k = 8-2
Critical value for the F statistics = 5.99
Level of significance = 5%
Decision rule: If the calculated F is greater than the F Critical value, the null hypothesis is rejected.
Decision: From the above table, the critical value F which is 5.99 is > the calculated F which is 3.3.

103
Conclusively, it is acceptable that staff scheduled preferred leave period and participation in decision
making do not have significant effect on sales force performance in GNP and MTN.

Hypothesis IV
Ho4:

There are no most effective motivational tool used by manufacturing and service companies in
Nigeria.

Ha4:

There are most effective motivational tool used by manufacturing and service companies in
Nigeria

Table 4.46 Result of responses as tabulated in table 4.5, 4.7 and 4.23, 4.25.
Manufacturing, services companies

VH

VL

Guinness Nigeria

416

107

88

37

MTN Nigeria

30

21

16

17

Source: Field survey 2011

Level of significance =

0.05

Test statistics is the F distribution

SS

Sum of squares

DF

Degree of freedom

MS

Means sum

Table 4.47 ANOVA Computation using Microsoft Excel

ANOVA: Simple factor
Summary
Groups

Count

Sum

Average

Variance

Guinness (Nig)

648

162

12663.14286

MTN (Nig)

84

21

17.42857143

Source of variation

SS

DF

MS

P. Value F-Crit

Between Groups

39.762

39162

5.99

0.96419

Within Groups

88.764

14794

Total

128526

ANOVA

Source Result of ANOVA using Microsoft Excel

2.7

104
Degree of freedom in the numerator = k = 1= 2 1 =1
Degree of freedom in the denomination = n k = 9 2 =
Critical value for the F statistics =

5.99

Level of significance = 5%
Decision rule: If the calculated F is greater than the F-critical value, the null hypothesis is rejected.
Inference: From the above table, the critical value which is 5.99 is > the calculated F which is 2.7.

Summarily, the null hypothesis is rejected and it is acceptable that insurance scheme, commissions,
and regular pay are the most effective motivational tools used by either of the companies under study.

4.3 DISCUSSION OF RESULTS

The study evaluated through the use of questionnaire and oral interview with questions tailored
toward assessing the effects of motivation on sales force performance in Guinness Nigeria Plc. and
Mobile Telecommunication Network in south east Nigeria. All the four hypotheses were subjected to
statistical test and Analysis of Variance (ANOVA) was used to testing hypotheses 1,2,3, and 4 using
Microsoft Excel to aid the analysis to ensure accuracy.

Hypothesis one was tested with ANOVA to determine the direction from very to very low levels of
motivation of sales force in GNP and MTN. it was found out that there is no significant difference in
the sales force motivational tools used in the manufacturing and service companies based on the
computed ANOVA of F calculated 1.6 < 5.99. this is in line with what Sonke (2002:209) pointed out
that motivation serves to reach and maintain the desired level of sales force performance by
maintaining continuing enthusiasm in sales work.

Hypothesis two was tested using ANOVA test to identify the differences in the motivational tools used
on the sales force by manufacturing and service companies. ANOVA test of F calculated 5.5 < 5.99 F
Critical. The null hypothesis was not rejected concluding that there is no significant difference in the
sales force motivational tools used in the manufacturing and service companies. According to Brager
(1969:108) a dissatisfied worker is more likely to leave his work thus establishing a relationship
between motivation and withdrawal tendency, while a strong relationship has been found between
organizational commitment and the desire to remain part of the organization.
Hypothesis three was tested using ANOVA test to ascertain whether preferred leave period and
participation in decision making have significant effect on sales force performance in the two

105
companies. Statistically, results showed that ANOVA F calculated 3.3 < 5.99 F critical. Staff preferred
leave period and participation in decision making do not have significant effect on sales force
performance in GNPlc and MTN. In the literature review, Palmer (2006:7) reported that the only
factors that have marginal impact in the growth of an organization are positive working relationships,
increasing wages (incentives), interesting work and responsibility. He viewed that leaders (sales and
marketing managers) should focus on these aspects- peoples true motivational needs and values.

Hypothesis four was also tested using ANOVA test to determine the most effective motivational
incentives- insurance scheme, commission, and regular pay used by either of the companies. With a
computed ANOVA F calculated 2.7 < 5.99 F critical concluding that commissions, insurance scheme,
and regular payment are the most effective motivational tools used by the manufacturing and service
companies in Nigeria. All the above incentives form the essential integral parts of most financial
compensation plans for sales force and increase the sales force performance in the manufacturing and
service companies. This is in line with Basu et al (1885:267) opinion. He stated that, ultimately to
sustain motivation, sales people have to be appropriately paid/rewarded for their efforts.

106
CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1

Introduction
This chapter concentrates on the analysis and interpretation given in chapter four. A lot of
findings emerged from the study following the presentation of data. The sampled respondents of
the Management and Staff of the Guinness Nigeria Plc. and MTN Nigeria were used for the
study. The data collection instruments were basically questionnaire and oral interview. Analysis
of Variance (ANOVA) was used in the analysis. Therefore, summary of findings, conclusion and
recommendations will be based on the objectives of this study as well as the recommendations of
the researcher.

5.2

SUMMARY OF RESEARCH FINDINGS

Based on the analyses conducted in chapter four of this study, the following findings were made.
Hypothesis one revealed that there is no significant difference in the level of sale force
motivation in GNP and MTN. Respondents of Guinness Nigeria Plc and MTN Nigeria indicated
that there is no significant difference in the level of sale force motivation to a high extent. The
percentage of the separate ratings are GNP Aba 98%, GNP Onitsha 60%, GNP Owerri 100%,
GNP Enugu 83% and MTN Aba 55%, MTN Onitsha 50%, MTN Owerri 38%, MTN Enugu
54%. F statistics 1.6 for the treatment variables (level of sales force motivation in GNP Nigeria
and MTN Nigeria) is less than the F critical value 5. 99 (1.6 < 5.99), showing that there is no
significant difference in the level of sales force motivation in the manufacturing and service
companies.
Hypothesis two revealed that there is no significant difference in the sales force motivational
tools used by the manufacturing and service companies. It was indicated that bonus and wages
are the major motivational tools used in the manufacturing companies than in the service
companies. Salary increase, team building and workshop, profit sharing were also revealed to be
the motivational tools used in the manufacturing and service companies. F statistics 5.5 for the
treatment variables (sales force motivational tools) is less than the F critical value 5.99 (5.5 <
5.99) showing that there is no significant difference in the sales force motivational tools used by
the manufacturing and service companies.

107
Hypothesis three revealed that staff preferred leave period, and participation in decision making
did not have significant effect on sales force performance in MTN Nigeria and Guinness Nigeria
Plc. It was revealed that staff scheduled preferred leave period does not contribute much to the
sales force performance in Guinness Nigeria Plc and MTN Nigeria. The ratings are GNP 6% and
MTN Nigeria 12%.It was also disclosed with all the staff agreeing that participation in decision
making does not have significant contribution to the sales force performance in both Guinness
Nigeria Plc and MTN. The ratings are 20% and 10% respectively. It was also revealed that
redundancy affects the sales force motivation in manufacturing and service companies. The
ratings are GNP 80% and MTN Nigeria 85%.F statistics 3.3 for the treatment variables (staff
participation on sales force performance) is less than the F critical value 5.99 (3.3 < 5.99),
showing that there is no significant difference in the influence of motivational techniques of the
two companies.

Hypothesis four revealed that there are most effective motivational incentives used by the
manufacturing and service companies in Nigeria. It was indicated that commission is an effective
tool used by the manufacturing and service companies. Insurance scheme, regular pay and
sponsorship are also the effective tools used by the manufacturing and service companies (GNP
57% and MTN Nigeria 53%). F statistics 5.99 for the treatment variables (most effective
motivational incentives in manufacturing and service companies) is higher than the F critical
value2.7 (2.7<5.99) showing that there are most effective motivational tools used by the
manufacturing and service companies in Nigeria.

From the questionnaire, it was also revealed that phone recharge card and allowance, vehicle fuel
allowance, luncheon voucher, education allowance, travelling/tour expenses allowance, dressing
allowance are the modern motivational tools used by the manufacturing and service companies
to increase their sales force performance.

It was disclosed that manufacturing and service companies in Nigeria will achieve their desires,
wants and need through care of the people by the management, getting feedback from sales
managers and showing a leadership that depicts the planned objectives.

108
It was revealed that there are other factors which serve as motivational tools to the sales force
performance in the manufacturing and service companies in Nigeria. They includes monetary
compensation, training the staff, engaging in physical activities, practicing contests and being
recognized within and outside the office by exhibiting whatever they have in the media house,
seminars and trade fairs, etc.

5.3 CONCLUSION
The conclusion which emanated from the findings on the level of sales force motivation revealed
that there is no significant difference in the level of sales force motivation in manufacturing and
service industries with a high ratings of GNP Aba, Onitsha, Owerri and Enugu 98%, 60%, 100%
and 83% respectively. Also MTN Aba, Onitsha, Owerri and Enugu 55%, 50%, 38% and 54%
respectively. The researcher therefore concluded that there is no significant difference in the
level of sales force motivation in manufacturing and service companies in Nigeria. The sales
force motivational tools used in manufacturing and service industries are said to be the same.
These ones revealed from the tested hypothesis with the result, F statistics 5.5 < 5.99 F Critical
Value. It was concluded that there is no significant difference in the sales force motivational
tools used by the manufacturing and service companies in Nigeria.

Furthermore, preferred leave period and participation in decision making did not have significant
effect in GNP and MTN on their sales force performance. This was confirmed from the tested
hypothesis with the result, F statistics 3.3 < 5.99 F Critical value. Finally, there are most
effective and modern motivational tools used by the manufacturing and service companies in
Nigeria. This was concluded from the tested hypothesis with the result, F statistics 5.99 > 2.7 F
critical value.

5.4 RECOMMENDATIONS
Based on the findings, some recommendations were made which the researcher believes will
proffer solutions to the problems in manufacturing and service companies in Nigeria.
1. Motivation act as a live wire that gives light always. Manufacturing and service companies
should also include compensation, improve job security etc to make a difference in the level of
sales force motivation between them and other organizations. Managers in manufacturing and

109
service companies should be highly motivated and extend it to the people they manage because
comfortable and satisfied employees will never think to act negatively.
2. Bonus as a motivational factor should be highly considered as Ubeku (1957:301) emphasized
that bonus in form of wages and salaries are the basic needs in an organization which must be
satisfied. He believed that increasing pay from time to time will definitely make workers in an
organization perform their duties well. Since money is of paramount value to employees,
managers and the people they manage should be highly remunerated.
3. Improving job security and positive working relationships also have a marginal impact in an
organizations performance as Palmer (2006:7) advocated. He emphasized that true leaders (sales
force and marketing managers should focus on peoples true motivational needs and values.
4. Sales promotion and team building activities are energetic approach to work and should be
practiced in service and manufacturing companies in Nigeria. According to Chapman (1995:30),
they are motivational; they help to build confidence, promote team working and unleash
creativity.
5. Taking part in workshops, organizational support-training are empowering activities which
should be encouraged in service and manufacturing companies in Nigeria.
6.

The culture of regular promotion, regular pay, and sponsorship should be imbibed. Promotion is
a strong motivator and is in line with (Olakunori and Ejionueme 1997:99). If one stays in a
company for a long time with regular promotion, he might be disillusioned and consequently
become disenchanted. If employees are well satisfied with an organization, they will help boost
the image of the company.

7. One of the most important things in manufacturing and service companies is a communication
device. Managers use Electronic mail (E-mail) to quickly disseminate information to employees.
Quick transmission of information to all work groups employees will simultaneously stop the
spread of harmful rumours, and reduce the impact or incidence of bad news or increase the
incidence of good news and other things.
8. Care of the sales people by the management is one of the ways of achieving companies own
desires and wants. Good managers in manufacturing and service companies should help to
manage change, discuss the changes with employees, encourage participation and place
adaptable people in key posts. They should always think about what really motivate and excite
their employees.

110
9. Sales managers should make sure that they give feedback on their sales made and on every
information concerning the objectives of the company.
10. Since employees revealed that salary and other packages, job security attracts them to an
organization; these should always be considered high and never neglected.
11. Redundancy should not be practiced in companies because it affects the performance of every
organization.
12. Developing confidence and maintenance of feeling of group identity should be encouraged.
Managers and employees should present themselves as role-models.
13. Imposed recruitment and setting of jaw-breaking targets affect companies so should be
discouraged.
14. Motivational quotes should be sent to customers since it is a motivational factor that inspires
them.
15. Managers should develop leadership skill and reduce role conflicts. Conflicts arising out of
multi-group membership should be reduced.

5.5 CONTRIBUTIONS TO EXISTING KNOWLEDGE

Motivation is very important for the success of every company be it manufacturing or service
companies. Everybody in the organization need to be motivated. The purpose of motivating
subordinates is to get them achieve objectives (results) that help the organization.

The following contributions to the existing knowledge were made from the researchers fieldwork, it
was found that redundancy, imposed recruitment, setting of jaw breaking-targets, seizure of
managerial support and so on, are the major challenges in manufacturing and service companies in
Nigeria. The sales force motivational tools which will help the manufacturing and service companies
to achieve their objectives and improve on their sales force performances includes financial support
salary increase commission, compensation, bonus, organizational support training, profit sharing,
wage, team building workshops, regular promotion, insurance scheme. Other factors which influence
motivation includes care of the sales people by the management, feedback from sales managers, job
security, recognition within and outside the office. For managers to control their sales force and
other employees and achieve companys goal, they have to consider these factors:- reducing role
conflicts, providing examples and becoming role models, maintaining a feeling of group identity,

111
developing confidence and leadership skill in the sales force and other staff. The model is illustrated
below:
Fig. 5.1: Model of Sales force Motivation
Redundancy
Imposed recruitment, Setting of
jaw breaking targets, Seizure of
managerial support.

Manufacturing
And
Service companies

Financial support-Commission,
Compensation, Salary increase,
bonus, Organizational support
training, Profit sharing, Wages,
Regular promotion, insurance
scheme, Regular salary
payment,

Other factors
Care of the sales people
by the management,
Feedback from sales
managers, Job security,
Team building,
Workshops, Recognition
within and outside the
office

Recharge cards allowance,

vehicle fuel allowance,
Luncheon voucher,
Education allowance,
Travelling/tour expenses
allowance,
Dressing allowance.

Reducing role conflicts, Providing examples and role

models, Maintenance of a feeling of group identity,
Developing confidence and leadership skill.
Source:

Researchers Field Survey, 2011

112

BIBLIOGRAPHY
Adeleke, P. (1983), Business times. August 15th, Monday. P.14.
Agulanna, G. G. and Nwachukwu, F. J. (2004), Psychology of Learning: Putting Theory
into Practice, Owerri, Career Publishers, Second Edition.
Agwu, A. (1993), Management: An Introduction And The Nigerian Perspective
Enugu, Precision Printers and Publishers.
Albers Sonke (2002), Sales Force Management Compensation, Motivation,
Selection and Training in Handbook of Marketing, Barton, Weitz and Wensley,
Thousand Oaks CA: Sage, 248-256.
Akpala, A. (1993) Management: An Introduction and the Nigerian Perspective,
Enugu, Precision Printers and Publishers.
Anderson E. and Oliver R. L. (1987), Perspectives on Behaviour-Based Versus
Outcome-Based Sales Force Control System, Journal of Marketing, 51,
(October), 76-88.
Bagozzi, R. P. (1980), Performance and Satisfaction in Industrial Sales Force:
An Examination of the Antecedents and Simultaneity, Journal of Marketing,
44 (Spring), pp 65-77.
Bandura, Dalbir, Jane, and Stewart (1971), Motivation, 2nd Ed. Middle Sex: Penguin.
Pp 11-13.
Barry, W. J. and Porker, H. (1981), Effective Sales Incentive Compensation.
New York, McGraw Hill Book Company.
Basu, A. K, Rajiv Lal, V.S. and Richard, S. (1985), Sales Force Compensation
Plans: An Agency Theoretic Perspective, Marketing Science, 4 (Fall),
267-291.
Belasco, James A., Hampton, David R. and Price Karl F. (1981), Management
Today, New York, John Wiley and Sons.
Bolt, G. J. (1987), Practical Sales Management, London, Pitman Publishing.
Boyd, H.W. Jr and Walker, O. C. (1990), Marketing Management: A Strategice Approach,
Boston, International Students Edition.
Brager, G. (1969), Commitments and Conflict in a Normative Organisation.
American Sociological Review (34).
Brown Steven P. (2005), Adapting Motivation, Control And Compensation
Research To A New Environment, Journal Of Personal Selling & Sales
Management, Tuesday March 22.

113
Carter, R. (1990), Business Administration: The Human Relations Approach,
Britain, 2nd Edition, Heinemann Professional Publishing Ltd.
Cespedes, F. V. (1990), A Preface to Payment: Designing a Sales Compensation Plan,
Sloan Management Review, www.flexstudy.com
Carter, R. (1990), Business Administration: The Human Relations Approach,
Britain, 2nd Edition, Heinemann Professional Publishing Ltd.
Chapman, A. (2010), Motivational Theory, www.businessballs.com
Chung, K. H. (1977), Motivational Theories and Practices. Ohio, Grid.
Churchil, Gilbert A. Jr., Ford, Neil M., and Walker Orville C. Jr. (1976),
Organisational Climate and Job Satisfaction in the Salesforce Journal of
Marketing Research. November 1976, No. 13, pp 323-332.
Dabae T. D. (1978), A Steel Worker Talks Motivation in Industry in W. J.
Duncan: Organisational Behaviour. Boston, Houghton Mifflin Company.
Darmon, R. Y. (2004), The Measurement of Sales Force Motivation, ESSEC Business School
Luxor.acadiau.ca/library/ASAC/r25/articles/Darmon.pdf
Dubrin, J. A. (1990), Essentials of Management. South Africa, Western Publishing
Company.
Eboh, E. C (2009), Social and Economic Research: Principles and Methods, Enugu,
African Institute for Applied Economics.
Ebubechukwu, A. O. (2002), Essentials of Research in Educational and Beheviourial
Sciences, Owerri, Websmedia Communications.
En.wikipedia.org/wiki/productivity
Evans, Joel R. and Berman, Barry (1985), Marketing, New York: Macmillan Publishing
Company.
Googrich, Jonathan N. Gildea, Robert L. and Cavanaugh, Kevin (1979), A Place for
Public Relations in the Marketing Mix, MSU Business Topics, Autumn.
Gluek, C. J. (1976), Business Policy, Strategy Formation and Management Action,
New York, McGraw Hill Book Company.
Greg C. E and C. R. Hrris (1973) Total Productivity Measurement at the Firm Level. Sloan
Management Review vol 14, no3 pp 13 -29
Grunsky, O. (1966), Career Mobility and Organisational Commitment
Administrative Science. Quarterly, No. 10.

114
Hair, J. F., Anderson, R. E., Babin, B. J. and Meht, R. (2010), Sales Management: Building
Customer Relationship and Partnerships, wahali.com
Herzberg, Frederick, (1968), One More Time: How do You Motivate Employees?
Harvard Business Review. Jan.- Feb. (46) p. 57.
Hersberg F., Manser, B. and Syderman, B. (1959), The Motivation to Work. 2nd Ed.
New York, Wiley.
Hornby, A. S. (2000), Oxford Advanced Learners Dictionary of Current English,
3rd Edition, P. 1075.
Isidoro, S. E. and Ibanga, A. J. (2007), Selling Booze: Alcohol Marketing
in Nigeria, Unpublished Conference Paper, Centre for Research and
Information on Substance.
Kalu, E. S. (2005), Salesforce Motivation and Supervision in office Equipment.
Journal of Marketing. October, (3)1, pp 28-41.
Kazeem, O and Atili, A (2010), Zain, MTN, Glo and the Struggle for Market
Share, The Nation, Monday, June 28, 2010, P. 23.
Koh, A. C., Gammoh, B. S. And Okoroafo, S C. (2001), The Antecedents of Sales Force
Motivation: An Empirical Investigation in the Insurance Industry in Singapore,
Interntional Journal of Marketing Studies, Vol. 3 No. 3, P. 4, August
2001, www.ccsenet.org/ijms
.
Kotler, P. (1997), Marketing Management: Analysis, Planning and Control,
New Jersey, Prentice Hill Inc.
Koontz, H. and Donnel, O. (1959), The Social Psychology of Organisations. 2nd Ed.,
New York, McGraw Hill.
Koontz, H., Donnel C. O. and Wzihrich H. (1980), Management. Japan, McgrawHill International.
Kotler, P. and Keller, K.L. (2007), Marketing Management, India, 12th Edition
Maslow, A. H. (1954), Motivation and Personality. New York. Mc Graw Hill.
Maslow, Abraham H. (1987), Motivation and Personality. 3rd Ed., New York:
Harper Row. p. 22
Nwankwo, J. I. (1982), Educational Administration: Theory and Practice, India
Vikas Publication. House Publication ltd.
Obi, E. (2003), Educational Management: Theory and Practice. Enugu. Jamoe Enterprises.

115
Olakunori, O. K. and Ejionueme, N. G. (1997), Introduction to Marketing, Enugu:
Amazing Grace publishers.
Olakunori Olakunle (1999), Marketing in Marketing, Enugu: Joen Publishers.
Okoye, U. (2006), Motivation-A Sine-Qua-Non for the Effective Performance of
The Workforce, Journal of Marketing. March, (4)1 pp 190-199.
Onunkwo, G. I. N. (2002), Fundamentals of Educational Measurement and
Evaluation, Owerri, Cape Publishers Int. Ltd.
Onwumere, J. U. J. (2005), Business and Economic Research Methods, Lagos,
Don-Vinton Ltd
Onyeke, J. K. and Nebo, G. N. (2000), Principles of Modern Marketing. Enugu.
Precious and Queen (Nig.) Ltd.
Rick, C. (2008), Common Sales Problems and How SFA Solves Them, Journal of
Customer Research Management, http://www.allbusiness.com
Ruchwa (1981), Your Key to Planning Profit The Productivity Brief. October 6, American
Productivity Centre, Hoston- Ts - 77024
Pettijohn, L. S. and Taylor, A. J. (2009), Retail Sales Training Activities and Effects on Job
Satisfaction, Organizational Commitment, Turnover and Customer-Orientation,
Marketing Management Journal, 19 (Spring).
Rosembloom, B. (1983), Marketing Channels: A Management View. New York.
The Dryden Press.
Schram, W. (1973), Men, Messages, and Media. New York. Harper and Row
publication. Skinner, B. F. (1969), Contingencies of Reinforcement. New York,
Appleton Century Croft.
Sengupta, K., Heiser, D. R., and Cook, L. S. (2008), Manufacturing and Service
Supply Chain Performance: A Comparative Analysis, Journal of Supply Chain
Management,
http://www.allbusiness.com/professional.scientific/management. September 22 2008,
Retrieved 2/9/2010.
Smith, M. (1980), Management: Making Organisation Perform. New York
Mac Millan Publishing Co.
Steinhoff, D. and Burgess, J. F., (1993), Small Business Management Fundamentals.
McGraw Hill International Editions.
Still, Richard R. Cundiff, Edward W., and Govoni, Norman A. P. (1988), Sales
Management, 5th Edition, New Jersey: Prentice Hall.

116
Tannenbaun, R. (1959), Leadership and Organisation: A Behaviour Science
Approach. New York McGraw Hill.
Taylor, F. (1947), Scientific Management, New York, Harper and Row.
The Profile, www.guinness-nigeria.com Retrieved 21/7/2011
www.mtnonline.com/../headquarters.html
Uchehara, F. O. (2010), Integrated Business Communications, Onitsha, Feros Print & Co Ltd,
2nd Edition.
Uduji, J. I. (2008), Motivation And Sales Force Performance In The Era of
Customer Relationship Management, Journal of Marketing and Public Policy,
P.19
Walker, Orville C. Jr, Churchill, Gilbert A. Jr., and Ford, Neil M. (1975),
Organisational Determinants of the Industrial Salesmans Role Conflict and
Ambiguity. Journal of Marketing, Jan. (39) pp 32-39.
Walker, Orville C. Jr. Churchil, Gilbert A. Jr., and Ford, Neil M. (1977), Motivation
And Performancein Industrial Selling: Present Knowledge and Needed
Research. Journal of Marketing Research. May (14) pp 156-168.
Wotruba, T. R. (1981), Sales Management. New York, Good Year Publications.
Wordnetweb.princetom.Edu/perl/webwm
Ubanagu, O (2006), Motivation A Sine-Qua-Non for the Effective Performance of
the Workforce, Journal of Marketing, Vol. 4, No. 1, March 2006, P. 190.
Ubeku, A. K. (1975), Personnel Management in Nigeria. Lagos, EPN.
Vroom, V. H. (1964), Work Motivation. New York, Wiley.

117
APPENDIX I
Department of Marketing,
Faculty of Business Administration,
School of Postgraduate Studies,
University of Nigeria,
Enugu Campus.
16th August 2011

[To Whom It May Concern]

Dear Sir/Madam,
QUESTIONNAIRE ON:
EFFECTS OF MOTIVATION ON SALES FORCE PERFORMANCE IN
GUINNESS NIGERIA PLC IN SOUTH-EAST NIGERIA

I refer to the above subject matter and hereby confirm that I am a postgraduate student of the
above named institution, carrying out research for academic purposes. All responses given in
this regard will be handled in strict confidence

Your understanding and co-operation are being solicited for in providing all necessary
information needed to accomplish the objective of this study.

Thanks and God bless you.

Yours sincerely,

OBIKEZE, CHINEDUM O.
08036734432/08081211993

118
APPENDIX II

QUESTIONNAIRE FOR MTN STAFF

Kindly tick _/ and comment as appropriate.

SECTION A - PERSONAL DATA

1.

Gender:

2. Age:

Male /___/

Female /___/

2130 /___/

31-40 /___/

3. Marital Status: Single/___/

41-50 /___/

Married/___/

4. Educational Qualification: OND/NCE /___/

MSc/MBA/Med/etc /___/

51 and above /___/

Widowed/___/

Divorced/___/

BSc/HND /___/
PhD /___/

Others (specify):
5. State the name of your company:

6.

How long have you served in this company?

01-10/___/

11-20/___/

21-30/___/

31 and above/___/
7.

What is your portfolio/position:

..

SECTION B - GENERAL DATA

Key :- Very High =VH, High=H, Low = L, Very low =VL
1. Do you have a clear idea of your companys aim, principles and priorities? Yes/___/ No/___/
2. Is your companys internal image consistent with its external image?

Yes/___/ No/___/

3. How would you rate the level of sales force motivation in your company?
Very High /___/ High /___/

Low /___/

Very Low /___/

119
4. Which of these factors have positive effect on sales force performance?
a) Financial support, eg, salary, ?

/___/

b) Psychological support, eg, staff participation in decision making? /___/

c) Organizational support training?

/___/

d) Personal support preferred leave period?

/___/

5. Which sales force motivational tool(s) does your company use?

a) Bonus and wages

/___/

b) Money: salary increase

/___/

c) Profit sharing

/___/

d) Team building and workshops

/___/

6. To what extent do the motivational tools in your company differ?

VH H L VL

7. Between motivation and leadership stems the fact that people (sales force) tend
to follow those perceived as providing means of achieving their own desires, want and needs.
This is the case in matters of:
VH H

L VL

a) Care of the salespeople by the management?

b) Feedback from sales managers to confirm sales force knowledge of
the firms competitive position, future plans, products, etc?
c) Feeling of mutual need between the sales force and their company?
d) Leadership depicting the planned objectives and adjustment of labour input?
8. Which direction does communication flow most in your company?
a) Upward
b) Downward
c) Horizontal
d) All directions

VH

9. Sales force participation in decision making in matters of their interest them

H L VL

120
Motivate them a great deal.
10. What motivated you to join this your company?
a) Finance salary and other monetary packages.
b) Job security that gives feeling of job satisfaction.
c) Prospect of development/career advancement.
d) Just to get oneself engaged.
Others (specify):
11. What really motivates you in your job?

VH H

L VL

a) Salary payment policies.

b) Incentives payable.
c) Sales target.
d) Making a career.
Others (specify):-
12. Are there any recent change(s) in that might have affected sales force motivation
and performance?
a) Redundancies.
b) Imposed recruitment.
c) Setting of jaw-breaking targets.
d) Seizure/reduction of managerial support.
13. The following can be motivational to the sales force:a) Physical activities
b) Contests
c) Appreciation/recognition within and outside the office
d) Motivational quotes and inspirational sayings
Others (specify):- ..
14. To what extent have these motivational incentives positively affect sales force performance in
your organization?

VH

H L VL

a) Insurance scheme
b) Regular pay
VH H L VL

c) High salary

121
d) commission
15. To what extent does motivation influence sales force performance in your company
a) Very high
b) High
c) Low
d) Very low
16. Are the sales force motivated by the same factors?

Yes /___/

No /___/

17. Does your sales/marketing manager facilitate the process for sales force self-management
and for organizing activities and resources?

Yes /___/

No /___/

18. Does your sales/marketing manager invest more time in some sales persons, look at real situation
and find together a workable way?

Yes /___/

No /___/

19. Does your sales/marketing manager care about sales force interests, listening really properly as
against planned counter-argument?

Yes /___/

No /___/

20. Does the sales force feel empowered with job description/quota and incentives that give some
autonomy in finding their own solutions?

Yes /___/

No /___

21. Is sales force performance dependent on their feeling about the company: safe, loyal and valued
and taken care of, or taken advantage of, dispensable and invisible?

Yes /___/

No /___/

122
APPENDIX III
Department of Marketing,
Faculty of Business Administration,
School of Postgraduate Studies,
University of Nigeria,
Enugu Campus.
16th August 2011

[To Whom It May Concern]

Dear Sir/Madam,
QUESTIONNAIRE ON:
EFFECTS OF MOTIVATION ON SALES FORCE PERFORMANCE IN
MOBILE TELECOMMUNICATION NETWORK (MTN) IN SOUTH-EAST NIGERIA

I refer to the above subject matter and hereby confirm that I am a postgraduate student of the
above named institution, carrying out research for academic purposes. All responses given in
this regard will be handled in strict confidence

Your understanding and co-operation are being solicited for in providing all necessary
information needed to accomplish the objective of this study.

Thanks and God bless you.

Yours sincerely,

OBIKEZE, CHINEDUM O.
08036734432/08081211993

123
APPENDIX IV

QUESTIONNAIRE FOR GUINNESS NIGERIA PLC STAFF

Kindly tick _/ and comment as appropriate.

SECTION A - PERSONAL DATA

Gender:

Male /___/

Female /___/

Age:

2130 /___/

31-40 /___/

Marital Status: Single/___/

41-50 /___/

Married/___/

Educational Qualification: OND/NCE /___/

51 and above /___/

Widowed/___/

Divorced/___/

BSc/HND /___/

MSc/MBA/Med/etc /___/

PhD /___/

Others (specify):
4

State the name of your company:

How long have you served in this company?

01-10/___/

11-20/___/

21-30/___/

31 and above/___/
6

What is your portfolio/position:

..

SECTION B - GENERAL DATA

Key :- Very high =Vh, High=H, Low = L, Very low =VL
1. Do you have a clear idea of your companys aim, principles and priorities?
Yes/___/ No/___/
2. Is your companys internal image consistent with its external image? Yes/___/
3. How would you rate the level of sales force motivation in your company?

No/___/

124
Very High /___/ High /___/

Low /___/

Very Low /___/

4. Which of these factor(s) have positive effect on sales force performance?

a) Financial support, eg, salary

/___/

b) Psychological support, eg, staff participation in decision making /___/

c) Organizational support training,

/___/

d) Personal support preferred leave period

/___/

5. Which sales force motivational tool(s) does your company use?

a) Bonus and wages

/___/

b) Money: salary increase

/___/

c) Profit sharing

/___/

d) Team building and workshops

/___/

6. To what extent do these motivational tools differ in your company?

VH H L VL

7. Between motivation and leadership stems the fact that people (sales force) tend to follow those
perceived as providing means of achieving their own desires, want and needs. This is the case in
matters of:
a) Care of the salespeople by the management?
b) Feedback from sales managers to confirm sales force knowledge of

the firms competitive position, future plans, products, etc?

c) Feeling of mutual need between the sales force and their company?
d) Leadership depicting the planned objectives and adjustment of labour
input?
8. Which direction does communication flow most in your company?
a) Upward
b)

Downward

c) Horizontal
d) All directions

VH H

L VL

125
9. Sales force participation in decision making in matters of their interest them

Motivate them a great deal.

10. What motivated you to join this your company?
e) Finance salary and other monetary packages.
f) Job security that gives feeling of job satisfaction.
g) Prospect of development/career advancement.
h) Just to get oneself engaged.
Others (specify):
11. What really motivates you in your job?

VH H

L VL

e) Salary payment policies.

f) Incentives payable.
g) Sales target.
h) Making a career.
Others (specify):-
12. Are there any recent change(s) in that might have affected sales force motivation
and performance?
e) Redundancies.
f) Imposed recruitment.
g) Setting of jaw-breaking targets.
h) Seizure/reduction of managerial support.
13. The following can be motivational to the sales force:a) Physical activities

b)Contests
c)Appreciation/recognition within and outside the office
d)Motivational quotes and inspirational sayings
Others (specify):- ..
14. To what extent have these motivational incentives positively affect sales force performance
in your organization?
a) Insurance scheme
b) Regular pay

VH

L VL

126
c) High salary
d) Commission
15.To what does motivation influence sales force performance in your company
a. Very high
b. High
c. Low
d. Very low
16.Are the sales force motivated by the same factors?

Yes /___/

No /___/

17.Does your sales/marketing manager facilitate the process for sales force self-management
and for organizing activities and resources?

Yes /___/

No /___/

18.Does your sales/marketing manager invest more time in some sales persons, look at real
situation and find together a workable way?

Yes /___/

No /___/

19.Does your sales/marketing manager care about sales force interests, listening really properly
as against planned counter-argument.

Yes /___/

No /___/

20.Does the sales force feel empowered with job description/quota and incentives that give some
autonomy in finding their own solutions?

Yes /___/

No /___/

21.Is sales force productivity dependent on their feeling about the company: safe, loyal and
valued and taken care of, or taken advantage of, dispensable and invisible? Yes /__/ No/__/